, students, and staff that is increasingly more inclusive, collaborative, diverse, andcentered on student success. We are meeting this commitment in part through design andimplementation of new and revised practices for recruitment, professional development,mentoring, and advancement. But changing organizational culture is a large-scale undertaking. Inorder to build an organizational conscience for the college and secure its transformation into acommunity where all members feel welcome and engaged, “top-down” policy change must becomplemented by enlistment of change agents from every employment sector of the college. Forthis purpose, a 20-member Change Team — including a balance of tenure-track and professionalfaculty and classified staff — was
the Executive Director of WISE Ventures, an internal initiative at Stanford, designed to communicate, build networks, and help seed new and needed ventures across the Stanford campus to advance gender equity in science and engineering. She also directs Stanford’s Faculty Women’s Forum. A longtime university administrator, educator, and social entrepreneur, her past experience includes service as Associate Dean for the Thayer School of Engineering at Dartmouth College, where she co-founded the campus-wide Women in Science Project. She founded and was chief executive of MentorNet, a large- scale online nonprofit global mentoring network advancing diversity in engineering and science (1996- 2008). At Stanford, she was