A third strategic intervention focuses on developing social capital for individuals who
have been marginalized from the networks and relationships enabling individuals to
advance (Rankin et al., 2007). Social capital, defined as ‘‘resources embedded in a social
structure that are accessed and/or mobilized in purposive action,’’ is critical to individuals
and organizations in achieving their objectives (Lin, 2001, p. 29). One of the core
strategic moves of organizational catalysts involves forging relationships and regularizing
opportunities to enhance the social capital and networks of those involved in these
negotiations. In the academic context, for example, this has been done by bringing work
to the attention of senior scholars, identifying opportunities for research collaborations,
and getting individuals into positions where they are at the table with others who have
knowledge and influence. This also comes about by identifying pivot points where strategic
knowledge or intervention will have a ratcheting effect, such as grant writing or
research collaborations. Decision making processes are redesigned to facilitate the
opportunity for active participation by women and people of color in central areas of
meaning-making.