… prove helpful to gain the support of people with ‘informal power’ (e.g. prestigious researchers). Stakeholder … a look at who or what level of the institution has the power and willingness to make a change, and start with that …
… recommendable to connect with men holding positions of power and find common ground between their professional … are considered as neutral, but are in fact impacted by power relations. In this case, it may be beneficial to … and privilege. If academia would allocate resources and power solely to the ‘best’ and ‘brightest’, regardless of …
… and that your GEP takes this structure into account. Power . Each organisation has a formal, but also an informal, structure of power and influence. As already described in step 1, mapping … who are potential allies or possible gatekeepers. Keep the power relations within your organisation in mind when you are …