Indeed, negotiations are a crucial driver for the creation of these organizational catalyst
roles. Change agents must develop the information, social capital, networks, and
resources required to persuade relevant stakeholders of the need for such a position,
and to equip the position with sufficient resources, stature, and access to enable success.
These ‘‘negotiation projects’’ frequently begin with the development of ‘‘mindfulness’’
among a core group of activists and leaders, who then take the steps necessary to root
that mindfulness in institutional practice.