Knowledge Junction

Written in collaboration with Dr. Moriah Levy

As its name suggests, a Knowledge Junction is a person who channels inquiries from various individuals and directs them to different destinations. A Knowledge Junction can route someone to the appropriate expert ("you should contact/consult with X"), whether within the organization or outside it, direct someone to a magazine or database, or refer someone to a document with answers.

As mentioned, a Knowledge Junction is a junction point. Unlike a content expert, people don't stop at them but are directed onward, each time in a different direction.

So, who is this Knowledge Junction in an organization? The Knowledge Junction is someone who knows a little about almost every topic the organization deals with or doesn't deal with. The Knowledge Junction is an informal role in the organization, filled by people in various and diverse units. People designated as Knowledge Junctions don't receive a special appointment, training, or recognition for their work. They perform this "role" as part of their ongoing work without allocating any percentage of their position to it. Knowledge Junctions are people who volunteered for the role. Nobody appointed them; rather, they naturally evolved into the role.

So, who are these Knowledge Junctions? What characteristics do they have? What might cause us to think of someone in the organization as a Knowledge Junction? Several parameters can indicate potential Knowledge Junctions:

• Seniority: To become a Knowledge Junction, one must accumulate seniority in the organization to know the people and existing content.

• Curiosity: Curiosity is an essential trait for a Knowledge Junction. Without curiosity, it would be difficult for the employee to absorb everything happening, whether directly related to them or not. Curiosity allows them to absorb, understand, and internalize what they hear.

• Memory: Knowledge Junctions need a good memory, so they can indeed provide answers to almost any question they encounter.

• Role with many interfaces: As part of their role, people who interface with many factors in the organization will find it easier to develop into Knowledge Junctions.

What do we do with the Knowledge Junctions we've identified?

It's important to work with Knowledge Junctions on several levels:

1. Train them on how to properly organize materials and experts they encounter. Such training will allow them to maximize their ability and character and serve the organization faithfully as efficient junctions.

2. Share with them. Share content that we want to be distributed in the organization and that all employees should be aware of as part of knowledge management. Knowledge Junctions are excellent distribution channels and can naturally assist in knowledge management marketing work.

3. Nurture them. Recognize their role and importance, and appreciate them for their work.

Knowledge Junctions are seemingly small partners, but in reality, they are important partners. Very important.

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Want to learn more about KM strategy?

Here are some articles you might find interesting:

• Hooked- Book Review

• How establishing a knowledge management system improved service at the call center

• Decision-making in the new world of collaboration