This paper draws on data from the National Science Foundation (NSF) ADVANCE-funded LATTICE program (Launching Academics on the Tenure-Track: an Intentional Community in Engineering) to examine how a diverse group of women worked across social and professional identities to support early-career women in academic engineering. We used ethnography to elucidate the social dynamics and power relations involved in forming a coherent group identity for the LATTICE leadership team, and the boundaries we negotiated in running the LATTICE program. We identify the processes and behaviors through which we made boundaries between members salient yet porous to build a coherent community across various dimensions of difference. We offer three actionable strategies that impact change agents’ engagement and the group’s coherence across multiple dimensions of difference: (1) intentionally creating a socio-emotional culture in our group, one that spans across group members’ personal and professional identities; (2) validating other group members’ perspectives, and (3) striving to build consensus using storytelling. These strategies of the LATTICE leadership team provide guidelines for others who work across intersecting dimensions of difference.

本文利用美国国家科学基金会 (NSF) ADVANCE 资助的 LATTICE 计划（在终身制轨道上启动学术：一个有意的工程社区）的数据来研究不同的女性群体如何跨社会和职业身份工作以支持早期-学术工程领域的职业女性。我们使用民族志来阐明为 LATTICE 领导团队形成连贯的群体认同所涉及的社会动态和权力关系，以及我们在运行 LATTICE 计划时协商的界限。我们确定了过程和行为，通过这些过程和行为，我们在成员之间建立了显着但多孔的界限，以建立一个跨越各种差异维度的连贯社区。我们提供三种可操作的策略来影响变革推动者的参与度和团队在多个差异维度上的一致性：(1) 有意识地在我们的团队中创造一种社会情感文化，这种文化跨越团队成员的个人和职业身份；(2) 验证其他小组成员的观点，以及 (3) 通过讲故事努力建立共识。LATTICE 领导团队的这些策略为其他跨交叉差异维度工作的人提供了指导方针。