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The purpose of this paper is to identify and discuss the multiple organizational identities present among individuals within a single, complex, and multi-organizational STEM reform initiative and how they made sense of and navigated these identities to help advance collective change. Based upon two rounds of interview data with project members and leaders, results indicate that individuals made sense of the “in-between” space of intersecting identities through the benefits and challenges of bringing multiple “hats” to the reform initiative.