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Teaching in higher education: Connected practice for changing times?

by Karen Gravett and Simon Lygo-Baker

Why does teaching matter, and how might we understand what it means to teach in higher education, in contemporary times? This blog introduces our new book Reconceptualising teaching in higher education, published by Routledge. The book is created from our own reading, research, ideas, and practice as two academics working in the field of higher education, where we have been teaching for over twenty years in universities in the UK, America and Australia. It was inspired by our thoughts and discussions surrounding what it means to teach and the joys, pleasures and challenges that accompany our role.

At present there are many questions regarding higher education, its purpose and possible futures. For teachers too, questions remain regarding the necessity and shape of teachers’ contributions in a marketised sector mediated by artificial intelligence and pinched by precarity. And yet, this book is underpinned by our continued belief that teaching matters. We believe that meaningful teaching matters for our students, for our own development and experiences as educators, and for the futures of universities themselves. We argue that teaching provides opportunities for meaningful learning which matters for personal growth and for the development of knowledge. We believe that meaningful learning matters for the creation of new opportunities and possibilities. As bell hooks (1994) explains, fundamentally, education is about ‘the practice of freedom’. In a world where perhaps the experiences we have, the products we purchase, and the information we consume may not always seem meaningful, we believe that the connections that happen when we learn and when we teach have a power that should be harnessed and celebrated. Education matters, because not only does it open doors, but it allows us to recognise them and frame them for ourselves, offering the opportunity to challenge and evolve.

The book is designed for anyone seeking to develop their role as teachers in contemporary universities. This includes new teachers as well as those of us who still have questions and are still keen to develop and respond to our changing times. Specifically, it asks us to rethink our role and the directions we typically follow and suggests the need to disrupt these and to rethink our role as teachers, to take a different path, talk to someone new, or see things a different way. Viewing higher education from new positions can help us to reimagine our role and discover or reclaim the pleasure of teaching. 

To do this, our book challenges the traditional view of teaching as an individual act. Instead, it frames teaching as a relational and situated practice, built on connections with others. Secondly, we explore teaching as an affirmative and emotional endeavour that can inspire others and lead to joyful and generative moments of connection. Lastly, the book positions teaching as a critical practice, where educators are encouraged to embrace uncertainty, question assumptions, and let their approaches evolve. These ideas are all interwoven with practical insights into contemporary areas of practice, including assessment, learning spaces, feedback, digital education, artificial intelligence, learning design, belonging and inclusion, to develop ethical and relational pedagogic approaches. Specifically, the last chapter examines a wide range of key issues, for example feedback frustrations or student engagement, in order to examine how as a reader you might be able to develop approaches and ideas that work for you in responding to some of these challenges. We hope that readers will find the book useful and look forward to continuing conversations around what it means to teach in changing times.

References

Gravett, K and Lygo-Baker, S (2026) Reconceptualising teaching in higher education: Connected practice for changing times Routledge

hooks, b (1994) Teaching to transgress: Education as the practice of freedom Routledge

Dr Karen Gravett is Associate Professor of Higher Education, and Head of the Surrey Institute of Education at the University of Surrey, UK, where her research focuses on the theory-practice of higher education. She is Executive Editor for the journal Teaching in Higher Education, and a member of the editorial board for Learning, Media and Technology. Karen’s latest books are: Gravett, K and Lygo-Baker, S (2026). Reconceptualising teaching in higher education: Connected practice for changing times, Gravett, K (2025) Critical Practice in Higher Education, and Gravett, K (2023) Relational Pedagogies: Connections and Mattering in Higher Education.

Simon Lygo-Baker works as a Senior Lecturer in Clinical Education at King’s College London and has previously worked in the University of Wisconsin, USA and the University of Surrey, UK. He has previously worked on developing curricula with refugees, asylum seekers and other socially excluded groups, as well as working for a number of years in academic development.


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Restoring academic values: a key for university effectiveness

by John Kenny

This blog post is based on research into the effectiveness of higher education policy, published in Policy Reviews in Higher Education. The article, ‘Effectiveness in higher education: What lessons can be learned after 40 years of neoliberal reform?’, takes a systemic perspective to consider a range of roles needed for HE to function effectively in the more accountable HE environment of today (Kenny, 2025).

It focusses on three key stakeholder groups arguably most pertinent to effectiveness: government policy makers, university corporate leaders and the academic profession, with a particular focus on the academic role, as this is typically overlooked in much of the research into higher education policy, yet we argue critical to the effectiveness of the system.

A systemic approach to HE policy assumes that reform in educational systems is complex and unpredictable. It also accepts that different stakeholders may experience change differently, there needs to be an understanding of the different roles played within the system and how they interact. Of particular concern in this article is how the academic role interacts with other stakeholders, especially the government regulators and university corporate leaders.

For over 40 years, a top-down ‘command and control’ approach to change has been adopted in HE. Typically, when this mind-set drives change, the inherent complexities of systemic change are disregarded, and it is assumed the outcomes of a reform can be pre-determined. It largely ignores the relationships, values and experiences of other stakeholder groups, which systems theory suggests is not appropriate for effective educational reform (Checkland, 2012; OECD, 2017).

By contrast, this article points to research into effective organisations that identified four ‘culture groups’ as present in any organisation: the Academic, the Corporate, the Bureaucratic and the Entrepreneurial. Each of these has a unique values perspective from which it approaches the decision-making process. These ‘competing values’ determine the organisational values, but with the values of the dominant group tending to prevail. The research linked organisational effectiveness (or performance) to a “strong culture” defined as one in which the practices and processes are in alignment with the espoused values position of the organisation (Smart & St John, 1996; Quinn & Rohrbaugh, 1981).

For academic institutions such as universities, HE policy specifically identifies both Corporate and Academic governance as the two most important (Gerber, 2010; MCU, 2020; TEQSA, 2019a; 2019b; 2023). It follows that, in an effective organisation, a “strong culture” would be based on both the corporate and academic values having a more equal influence over decision-making.

Many of the current problems have arisen because, under the neoliberal reform agenda, with government policymakers aligned with corporate values, a corporate culture has dominated for the last 40 years. This has led to a situation in universities where corporate leadership dominates and academic leadership has been diminished (Gerber, 2010; Magney, 2006; Yeatman & Costea (eds), 2018).

The intention of this work is not to demonise any culture group nor argue for a return to a ‘Golden Age’ where academics tended to dominate. It proposes that, in the more accountable HE environment of today, from a systemic perspective the unique nature and purposes of universities as trusted organisation means each of these roles is important. It argues that across the system the government, corporate leaders and Academia, each play an important, but distinct role in ensuring the system, and universities, function effectively. For the HE system and universities to be effective, as opposed to more efficient, we need better understanding of these distinctions and more clarity about the accountabilities that should apply to each group (Bovens, 2007; Kearns, 1998).

This work pays particular attention to understanding the academic role. It argues that, with the domination of a corporate mind-set, which values control, compliance, competitiveness and productivity, academics are seen as “mere employees” (Giroux, 2002; Harman 2003), whose autonomy and academic freedom need to be curtailed (Hanlon, 1999).

This paper argues this situation has been exacerbated by the failure of the academic profession to define their role in this more accountable HE environment. The paper points to research that aims to fill this gap by re-defining academic professionalism in the more accountable HE environment, but in a way that does not sacrifice its essential ethical and autonomous underpinnings.

It further argues these unique characteristics of academic work, which have compelling implications for the overall quality of university education, have come under sustained attack from the rise of political populism (Hiller et al, 2025), increased disinformation and misinformation on social media, and the growing use of Artificial Intelligence (AI).

An extensive review of national and international literature identified four ‘foundational principles’ (Kenny et al, 2025) which present a definition of the academic role involving a holistic combination of academic leadership, shared professional values, and independence in scholarship, underpinned by a “special” employment relationship. The historical, political, legislative, educational and cultural context of any particular HE system, however, requires these ‘foundational principles’ to be translated into a set of ‘enabling principles’ to suit that HE context (Freidson, 1999; Kenny & Cirkony, 2022).

To test this empirically, a set of ‘enabling principles’ were developed for the Australian HE context as a case study. Kenny et al (2024) described how, in the three phases of this action research study already completed, a set of ‘enabling principles’ has been developed and incorporated into a Professional Ethical Framework for Australian Academics (The Framework).

This case study aims to re-define the nature of academic work to re-emphasise its contribution to the effectiveness of HE, both in Australia and around the globe. The Framework represents our current re-definition of the academic profession in the more accountable Australian HE context. However, the universality of the foundational principles suggests this approach might be replicable by researchers in other HE contexts (Kenny et al, 2025).

This work addresses the compelling question of the sustainability of the academic profession by:

  1. Providing greater alignment across the HE system between the broader social purpose of universities and the important role that academics play.
  2. Unifying individual academics as professional scholars through a set of common professional values and a justification for their professional autonomy and academic freedom.
  3. Contributing to the sustainability of the academic profession by enabling individual academics to better navigate the competing tensions within their institutions as they build their professional identity based-on transparent professional standards, adequate resourcing and accountability mechanisms that will minimise exploitative practices currently evident in the system (AUA, 2024).
  4. Providing a common language that enables non-academic stakeholders, including governments, university management, industry, students, etc, to better understand the unique role academics play in ensuring the HE system and universities are effective in meeting their obligations to Society.
  5. Providing foundational principles that can be adapted to other HE contexts and facilitate the creation of a global academic community of practice through which the profession can enhance is voice in shaping the future of HE around the globe.

This work should help to restore a balance of power between the academic and corporate leadership in the governance of universities by facilitating more purposefully designed governance structures and accountability mechanisms that enable academic staff to influence HE policy formation, decision-making and resource allocation, which is especially important against a backdrop of growing political and economic challenges to universities.

Feedback from our national and international academic colleagues is encouraged. Those wishing to find out more are directed to the website of the Australian Association of University Professors (AAUP) at https://professoriate.org, where more information can be found about this research and how you might participate in the further development of The Framework,which has been made available for consultation with and feedback from a broader national and international academic audience.

John Kenny has extensive experience as a teacher and teacher educator and leadership in academic professional issues. His growing concern over the long-standing systemic issues in higher education, loss of independence for universities and loss of prestige for the academic profession led him to take a more systemic perspective and initiate this research looking into the role of academia in the effectiveness of higher education.

The author may also be contacted directly by email (John.Kenny@utas.edu.au).