Coming In from the Margins
Faculty Development’s Emerging Organizational Development Role in Institutional Change

Cloth: 978 1 57922 362 5
Price: $95.00  
Published: November 2010  

Paper: 978 1 57922 363 2
Price: $29.95  
Published: November 2010  

Ebook: 978 1 57922 504 9
Price: $23.99   About E-Books
Published: August 2012  

Lib Ebook: 978 1 57922 503 2
Price: $95.00   About Library E-book
Published: March 2012  

Publisher: Stylus Publishing
304 pp., 6" x 9"
tables & graphs
Why is it critical for faculty development centers to reexamine their core mission today?

The core argument of this book – that a necessary and significant role change is underway in faculty development – is a call for centers to merge the traditional responsibilities and services of the past several decades with a leadership role as organizational developers. Failing collectively to define and outline the dimensions and expertise of this new role puts centers at risk of not only marginalization, but of dissolution.

When a TLC is busy and in demand, it is hard to believe that it may be, despite all the activity and palpable array of daily outcomes, institutionally marginalized. The actual and increasing potential of marginalization and center closings may help motivate this field to recognize the danger of complacency or remaining stuck in an old paradigm that exclusively defines itself as instructional development or supportive service.

Proposing a newly defined organizational development role for academic and faculty developers and directors of teaching and learning centers, Coming in from the Margins examines how significant involvement in broader institutional change initiatives is becoming a critical aspect of this work. Although undefined and unrecognized as a significant dimension of this work, the organizational development role increasingly demanded of developers is far more attuned with the demand for change facing higher education than ever before.

The book provides evidence-based research into what directors of centers are currently doing as organizational developers, and how they shape, influence, and plan institutional initiatives that intersect with teaching and learning. Directors of centers, their supervisors, and leaders in the field provide models, from a wide range of institutional contexts, as well as the strategies they have employed to successfully engage in significant organizational development. They also demonstrate how they handled the challenges that ensued. The strategies in each chapter provide a practical resource and guide for re-examining the mission and structure of existing centers, or for designing new centers of teaching and learning and, most importantly, to develop their role as change agents.

The book covers such topics as: Center mission statements; Center staffing; Center advisory boards; committee involvement; unique expertise, knowledge and skills; embedding Centers in strategic planning; Center vision; organizational change processes; collaboration and partnerships; institutional priorities and initiatives; relationships with upper administration.

Table of Contents:
Introduction

Part One: Calling Faculty Development to Reenvision its Role
1) Faculty Developers as Institutional Developers: The Missing Prong of Organizational Development—Connie Schroeder
2) Getting to the Table: Planning and Developing Institutional Initiatives—Nancy Van Note Chism
3) Nurturing Institutional Change: Collaboration and Leadership between Upper-Level Administrators and Faculty Developers—Devorah Lieberman

Part Two: Examining the Evidence of an Organizational Development Role
4) Investigating Institutional Involvement and Change Agency—Connie Schroeder
5) Identifying the Factors that Enable an Organizational Development Role—Connie Schroeder

Part Three: Repositioning Centers and Directors on the Institutional Radar Screen
6) Leading From the Middle: A Faculty Development Center at the Heart of Institutional Change—Catherine E. Frerichs, Diana G. Pace, and Tamara Rosier
7) Informing and Directing the Planning of Institutional Priorities and Initiatives—Phyllis Blumberg
8) Developing and Acting on a Center Vision Case Study Narratives—Connie Schroeder
9) Knowing and Facilitating Organizational Change Processes—Connie Schroeder
10) Optimizing Center Staffing and Advisory Boards to Promote Involvement in Institutional Change—Susan Gano-Phillips
11) Aligning and Revising Center Mission Statements—Connie Schroeder
12) Embedding Centers in Institutional Strategic Planning—Connie Schroeder

Part Four: Next Steps
13) Recentering within the Web of Institutional Leadership—Connie Schroeder


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Reviews & Endorsements:
"This book raises the level of discussion about the valuable role that TLCs, their directors, and faculty developers can have in transforming student learning. The book comes at a time when we have reached a crossroads in the role of the TLC and its director. No longer can the TLC be marginalized if an insititution wants to be responsive to calls for academic reforms or new strategic directions. TLCs can be the key facilitatiors that bring different stakeholders together to strategize and collaborate on an organizational level, while still fulfilling their traditional roles of supporting and developing the capacity of individual faculty members.
Coming in From the Margins should be read by faculty developers and by all leaders in higher education involved in collaborative and crossfunctional initiatives relating to student learning and institutional assesments."
- Miriam L. Forlow, Director of Academic Affairs, Jersey City Campus, University of Phoenix , The Review of Higher Education
“This is a remarkable work that clarifies the gradual and important transformation in faculty development that has been under way in American high education for decades, enabling us to learn from and build on the experiences, insights, and practical advice of pathfinders in our field. Dr. Schroeder provides a solid research base to this work, augmented by models, case studies and reflective practice from many of the leaders in our field who have long understood the importance of framing their faculty development roles as agents of organizational change. Connie Schroeder and her colleagues have charted this new terrain for us, recounting their triumphs as well as their challenges. They offer us a new way of thinking about our field and its future for current and future faculty developers in the U.S. and for academic and educational developers internationally. I highly recommend this valuable and thought-provoking new resource for faculty developers and the senior academic administrators with whom they work."
- Deborah DeZure, Assistant Provost for Faculty and Organizational Development, Michigan State University
Related Titles by Subject:
See Faculty Development ( Higher Education )