Recognizing that a necessary and significant role change is underway in faculty development, this book calls for centers to merge their traditional responsibilities and services with a leadership role as organizational developers. Failing to define and outline the dimensions and expertise of this new role puts centers at risk of not only marginalization, but of dissolution. Proposing a newly defined organizational development role for academic and faculty developers, and directors of teaching and learning centers, the authors describe how significant involvement in broader institutional change initiatives is becoming a critical aspect of this work. Based on extensive research, this book constitutes a guide for faculty developers to re-examine the mission and structure of their centers, or to design new centers, and, most importantly, to develop their role as change agents. This book contains five parts. Part One, "Calling Faculty Development to Re-envision its Role", contains: (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); and (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", contains: (4) Investigating Institutional Involvement and Change Agency (Connie Schroeder); and (5) Identifying the Factors that Enable an Organizational Development Role (Connie Schroeder). Part Three, "Re-Positioning Centers and Directors on the Institutional Radar Screen: Research-based Strategies and Challenges", contains: (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); and (9) Knowing and Facilitating Organizational Change Processes, Scenarios and Approaches: Case Study Narratives (Connie Schroeder). Part Four, "Center-based Strategies and Challenges", contains: (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); and (12) Embedding Centers in Institutional Strategic Planning (Connie Schroeder). Part Five, "Next Steps", contains "Re-Centering within the Web of Institutional Leadership" by Connie Schroeder. [This book was written with Phyllis Blumberg, Nancy Van Note Chism, Catherine E. Frerichs, Susan Gano-Phillips, Devorah Lieberman, Diana G. Pace, and Tamara Rosier.]