This lessons learned paper is situated within the National Science Foundation Revolutionizing Engineering Departments (NSF RED) Community of Practice (CoP). Change projects in the NSF RED program demand more than strategic planning - they require navigating complex human and organizational dynamics. While formal resources exist, much of the critical knowledge for success - leading inter-disciplinary teams, motivating diverse community groups, having difficult conversations, establishing strategic partnerships, creating a shared vision, and avoiding common pitfalls - remains experiential and context-specific.
Within the RED CoP, experienced change leaders (RED Alumni) who have completed their RED projects, serve as peer mentors to RED teams that are in the midst of their change initiatives. In 2025, we had five alumni serve on a keynote panel at the Annual RED Consortium PI meeting and also serve as mentors to current RED teams. During the PI meeting, the RED Alumni interacted with 17 RED teams through several touchpoints, providing high-value insights, sharing lessons learned, answering real-time questions, and offering guidance that cannot be easily codified.
By highlighting the advice that RED Alumni shared at the RED PI meeting, this paper underscores the importance of social learning amongst change agents, and offers practical strategies for teams as they navigate their change journeys. Specifically, in the context of the NSF RED program, social learning, facilitated through the RED CoP, enables RED teams to leverage the experiences of earlier cohorts to identify potential strategies for managing challenges within their own projects. This paper will be presented as a technical talk.
http://orcid.org/0000-0002-3409-7096
Virginia Polytechnic Institute and State University
[biography]
The full paper will be available to logged in and registered conference attendees once the conference starts on June 21, 2026, and to all visitors after the conference ends on June 24, 2026