Organizational Development

Organizational Development (OD) is the practice of helping organizations, and the people within, plan for success, solve problems and reach their goals.  As part of the Provost’s Office, Organizational Development supports programs and operations across the institution.  The Director of Organizational Development, Sheila Cameron, provides oversight of this work while fulfilling the role of OD consultant.   A primary focus of the OD consultant is to facilitate successful outcomes while providing experiences that prepare and empower constituents to apply their learning to future challenges.  

OD consultant role

As a resource within the Office of the Provost, the OD consultant works with staff and faculty colleagues across Middlebury to frame issues, identify needs, and develop approaches for change or improvement.  This may include engaging additional stakeholders such as Institutional Planning, Human Resources, The Digital Learning Commons, and other internal and external resources.  As such, the OD consultant serves as a conduit for sharing institutional knowledge, connecting the right resources to the work, and promoting collaboration across the institution.   

Organizational Development offers a range of support, including:

  • Strategy development – providing leaders and their teams with processes and tools to identify their purpose, values, goals and stakeholder intersections in support of institutional strategic directions.

  • Leader & manager development – providing skills and coaching to help constituents build on strengths as they develop as leaders and managers through individualized support as well as learning and development initiatives such as Managing@Middlebury
  • Coaching – providing one on one support to managers who want to improve their skills and effectiveness in their role.
  • Meeting design and facilitation – helping a leader or group develop a plan and process for strategic meetings with clear objectives and productive outcomes.
  • Team development – helping leaders assess the workforce and plan so that the right people are in the right roles with the right set of skills at the right time.
  • Group problem solving – helping a group identify a key issue, gather information about it, and outline decisions and action plans for resolution.
  • Talent Management – helping the organization assess our workforce to so that the right people are in the right roles with the right set of skills at the right time.
  • Work Process Redesign – provide the framework and tools for a group to analyze the current way of doing work to determine whether there is a better way to design how the work isdone.
  • Change management – working with departments, committees, and other groups to help them plan and implement significant changes. 
  • Customized Training – providing resources to develop or renew knowledge, skill or values relative to a group goal.