Develop a systems communications model
that is better suited for the knowledge economy than the traditional
Think about what we can learn from different cultures…Look for and respect the differences and develop your methods accordingly. Keep our eyes wide open and do not fall for the trap of copying from one dominant culture.
Yvonne Buma is CEO and founder of Gideya. Since 1993 Gideya has provided customized consulting services for local governments and non-governmental organizations helping them to effectively develop and implement innovative strategies and to effectively communicate these strategies and their implications with all stakeholders, balancing politics and effective communication.
Ms Buma is a behavioral technician, has a background in journalism (e.g. editor in chief of a magazine), is experienced in the political decision making process, holds several degrees in communications and has a Masters degree in knowledge management from the University of Tilburg (The Netherlands). She is the author of Knowledge management and communication – towards a new communications model more suited for the knowledge economy. In this thesis she lays the foundations for a communication model that is better suited for the knowledge economy than the traditional linear communications model that is used by the majority of communications officers at the moment. This being based on the experience that sharing knowledge, learning and implementing innovations is definitely not a linear process.
Early in her career Ms Buma was active in international youth work. As secretary general of the Dutch National Youth Council, she was responsible for representing the Dutch youth with for instance the European Communities, Council of Europe, United Nations etc, but also in bilateral missions and activities where youth (representatives) from all of Europe or the whole world participated. In this period (the early eighties) the basis for her development as communications expert and her involvement in knowledge and innovation in organizations was laid. Knowledge management, effective communications and learning from and with different cultures were crucial. Innovative policies and activities stemmed from sharing knowledge (tacit and explicit) through effective communications and respect for different cultures and willingness to learn from them.
In later years as government official she was further confronted with the fact that the employee (and his or her knowledge and the ability to use and share it) is the most important asset of an organization. But that this is also often the most neglected asset and that this and poor communications are usually at the heart of non-effective strategies. Therefore she now specializes in creating and maintaining the linking pin of effective (human) communications to organizational strategies.