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What emergency remote teaching revealed about how we treat international students

by Cosmin Nada, Thais França and Biana Lyrio

Universities around the world, and particularly in postcolonial contexts, are investing significantly in international student attraction. International students feature prominently in brochures, recruitment campaigns, and institutional rankings. But what happens when this spotlight fades and students are left to navigate systems that were never truly designed for them? Our recently-published article, The pandemic as a ‘revelatory crisis’ – the experiences of international students during emergency remote teaching in a postcolonial context, suggests that the COVID-19 pandemic made it impossible for HE stakeholders to continue turning a blind eye to the epistemic injustice and systemic exclusion of international students.  

The research examined the experiences of international students during the abrupt shift to emergency remote teaching (ERT) in Portuguese higher education (HE). Interviews were conducted with degree-seeking students from China, Brazil, Syria, and Portuguese-speaking African countries (Angola, Cabo Verde, Guinea-Bissau, Mozambique, and São Tomé and Príncipe), alongside focus group discussions across four Portuguese cities. To capture institutional perspectives, HE staff members were also interviewed. Drawing on critical pedagogical theories, rooted in the work of Paulo Freire and bell hooks, the article analyses how the pandemic did not merely create new problems but rather exposed and amplified inequalities that had been there all along.

One of the most striking findings of the article concerns the persistence of what Freire famously called the banking model of education: the idea that teaching means depositing knowledge into passive students. For international students, this dynamic takes on an added layer: it is not just any knowledge being deposited, but knowledge rooted in Western and Eurocentric frameworks, which is automatically positioned as inherently superior. The rich cultural, linguistic, and academic backgrounds that international students bring with them are routinely ignored or, worse, treated as deficits in need of correction. This is not merely a pedagogical shortcoming: it is a form of epistemic violence, rooted in colonial logics that continue to structure how knowledge is valued in most HE institutions worldwide.

The study also reveals that international students are often navigating educational systems that were not built for them. From curricula that assume a uniform cultural background to assessment methods that penalise linguistic diversity, HE institutions in Portugal – as in many other postcolonial contexts – treat international students as problems to be ‘managed’ rather than as valued members of the academic community. During ERT, these pre-existing deficit views and institutional stereotypes were dramatically amplified. Already struggling with the complexities of studying abroad, international students found themselves either invisible in the digital classroom or exposed to rigid pedagogies unadjusted to their needs. Moreover, the support systems that might have partially compensated for these failures in face-to-face settings vanished almost entirely in the online environment.

Rather than pointing the finger at individual HE staff, the study calls for a more systemic interpretation. Many of the HE educators we spoke with were themselves struggling, overwhelmed by the sudden transition to online teaching, often lacking both the digital skills and the pedagogical training to deal with diverse classrooms, while receiving minimal to no institutional support. This points to a significant elephant in the room in HE: in many contexts, including Portugal, academics become educators with little or no previous structured training in how teaching and learning works, let alone in how to engage meaningfully with diversity in the classroom. In other words, the decision to recruit international students is typically made at institutional level, yet the consequences of that decision fall on individual staff members who are given few resources and almost no preparation to adapt to the needs of diverse students.

Even well-intentioned educators, when operating within the colonial atmosphere that persists in most HE institutions and while lacking the pedagogical knowledge to do otherwise, end up reproducing oppressive practices. The findings show how transmissive, lecture-based, and non-interactive teaching methods – already dominant before the pandemic – were simply transferred to the online environment. When care, empathy, and dialogue are absent from pedagogy, even educators who genuinely seek to support their students can inadvertently reinforce the very exclusion they aim to prevent. Without deliberate and informed efforts to build inclusive classrooms, the default mode of teaching may be perpetuating the marginalisation of those who do not fit the assumed ‘norm’.

Perhaps the most uncomfortable finding of this study is what the pandemic revealed about contemporary internationalisation. Portuguese HE institutions – like many across the world – actively recruit international students following a neoliberal logic, treating them essentially as revenue sources. For instance, Portugal’s new International Student Statute marked a shift from viewing students from former colonies as beneficiaries of educational cooperation to positioning them as fee-paying customers. Yet, in this process, the pedagogical and institutional structures remained largely unchanged (and hence equally unwelcoming). During ERT, this contradiction became impossible to ignore: institutions prioritised continuity over quality, maintaining revenue streams while effectively abandoning any potential commitment to care-informed, culturally responsive teaching. Students repeatedly reported that, in such circumstances, their international mobility experience simply ‘wasn’t worth it’.

The article is clear that minor adjustments will not suffice. What is needed is a fundamental transformation of how HE institutions approach international students. Institutions must invest in equipping academic and non-academic staff with the necessary knowledge and competences in diversity and care-based pedagogies. In addition to staff training, it is fundamental that they create participatory structures where international students’ voices are heard and where they can actively contribute to curricular and pedagogical decisions as equal co-creators of knowledge.

The pandemic has passed, but the challenges it exposed remain. As universities now face new pressures – from the widespread use of artificial intelligence to geopolitical uncertainties, and to the reversal of internationalisation and cooperation agendas – the lessons from this crisis are more relevant than ever. If HE institutions are to remain meaningful actors in forming future generations of workers and citizens, they must stop treating students as commodities to be recruited and start working towards the provision of a truly meaningful and powerful learning experience for all.

Cosmin Nada is an education expert and researcher based at the Centre for Research and Studies in Sociology (ISCTE-IUL), Lisboa. With over a decade of experience in conducting research on education, he focuses on migration and education, diversity and inclusion, internationalisation of higher education, social justice, educational policies, and wellbeing in education.

Thais França is an Assistant Researcher at the Centre for Research and Studies in Sociology (ISCTE-IUL), Lisboa. Her research focuses on the everyday experiences of racialised and gendered subjects. She is Vice Chair of the European Network on International Student Mobility and Coordinator of the Inclusion+ project (2024–2026): Tackling the Challenges of Erasmus+ Mobility Inclusion and Diversity at HE Level.

Biana Lyrio is a doctoral researcher at the Centre for Research and Studies in Sociology (ISCTE-IUL), Lisboa, funded by the Foundation for Science and Technology (FCT-Portugal). She is a doctoral student in Urban Studies, a joint programme between Iscte-IUL and the Faculty of Social Sciences and Humanities of NOVA University Lisbon.


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Applying the Moral Intensity Framework: Ethical Decision-Making for University Reopening During COVID-19

by Scott McCoy, Jesse Pietz and Joseph H Wilck

Overview

In late 2020, universities faced a moral and operational crisis: Should they reopen for in-person learning amid a global pandemic? This decision held profound ethical implications, touching on public health, education, and institutional survival. Using the Moral Intensity Framework (MIF), a multidimensional ethical decision-making model, researchers analysed the reopening choices of 62 US universities to evaluate the ethical considerations and outcomes. Here’s how MIF provides critical insights into this complex scenario.

Why the Moral Intensity Framework matters

The Moral Intensity Framework helps assess ethical decisions based on six dimensions:

  1. Magnitude of Consequences: The severity of potential outcomes.
  2. Social Consensus: Agreement on the morality of the decision.
  3. Probability of Effect: Likelihood of outcomes occurring.
  4. Temporal Immediacy: Time between the decision and its consequences.
  5. Proximity: Emotional or social closeness to those affected.
  6. Concentration of Effect: Impact on specific groups versus broader populations.

This framework offers a structured approach to evaluate ethical trade-offs, especially in high-stakes, uncertain scenarios like the COVID-19 pandemic.

Universities’ dilemma: in-person -v- remote learning

The reopening debate boiled down to two primary considerations:

  1. Educational and Financial Pressures: Universities needed to deliver on their educational mission while addressing steep revenue losses from tuition, housing, and auxiliary services. Remote learning threatened educational quality and the financial viability of institutions, especially those with limited endowments.
  2. Public Health Risks: Reopening campuses risked COVID-19 outbreaks, jeopardising the health of students, staff, and surrounding communities. Universities also faced backlash for potential spread to vulnerable populations.

Critical Findings Through the Moral Intensity Lens

Magnitude of Consequences

Reopening for in-person learning presented stark risks: potential illness or death among students, staff, and the community. However, keeping campuses closed threatened jobs, reduced education quality, and caused financial strain. The scale of harm from reopening was considered higher, particularly in densely populated campus settings.

Social Consensus

Public opinion and government policies influence decisions. States with stringent public health mandates leaned toward remote learning, while those with lenient regulations often pursued in-person or hybrid models. Administrators balanced community sentiment with institutional needs, highlighting the importance of localized consensus.

Temporal Immediacy

Health risks from in-person learning manifested quickly, while financial and educational setbacks from remote learning had longer timelines. This immediacy added ethical weight to public health considerations in reopening decisions.

Probability of Effect

The uncertainty surrounding COVID-19 transmission and mitigation complicated ethical judgments. Universities needed more data on the effectiveness of safety protocols, making probability assessments challenging.

Proximity and Concentration of Effect

Campus communities are close-knit, amplifying the emotional weight of decisions. Both reopening and remaining remote affected broad populations similarly, lessening these dimensions’ influence.

Ethical Outcomes and Practical Mitigation Strategies

Many universities implemented extensive safety measures to align reopening decisions with ethical standards:

  • Testing and Tracing: Pre-arrival testing, on-campus surveillance, and contact tracing reduced outbreak risks.
  • Modified Learning Environments: Hybrid and remote options ensured flexibility, accommodating vulnerable populations.
  • Health Protocols: Social distancing, mask mandates, and enhanced cleaning protocols were widely adopted.

Despite risks, universities that reopened often avoided large-scale outbreaks, demonstrating the effectiveness of these measures.

Lessons for Crisis Management

The COVID-19 reopening experience offers valuable lessons for future crises:

  1. Use Multidimensional Ethical Frameworks: Applying tools like MIF provides structure to navigate complex moral dilemmas.
  2. Prioritize Stakeholder Engagement: Balancing diverse perspectives helps bridge gaps between perceived and actual risks.
  3. Adapt Quickly: Flexibility in implementing mitigation strategies can mitigate harm while achieving core objectives.
  4. Build Resilience: Strengthening financial reserves and digital infrastructure can reduce future vulnerabilities.

Global Implications

While this analysis focused on U.S. universities, the findings have worldwide relevance. Institutions globally grappled with similar decisions, balancing public health and education amid diverse cultural and political contexts. The Moral Intensity Framework offers a universal lens to evaluate ethical challenges in higher education and beyond.

Conclusion

The reopening decisions of universities during COVID-19 exemplify the intricate balance of ethical, financial, and operational considerations in crisis management. The Moral Intensity Framework provided a robust tool for understanding these complexities, highlighting the need for structured ethical decision-making in future global challenges.

This blog is based on an article published in Policy Reviews in Higher Education (online 20 September 2024) https://www.tandfonline.com/doi/full/10.1080/23322969.2024.2404864.

Scott McCoy is the Vice Dean for Faculty & Academic Affairs and the Richard S. Reynolds, Jr. Professor of Business at William & Mary’s Raymond A. Mason School of Business.  His research interests include human computer interaction, social media, online advertising, and teaching assessment.

Jesse Pietz is a faculty lead for the OMSBA program at William & Mary’s Raymond A. Mason School of Business.  He has been teaching analytics, operations research, and management since 2013.  His most recent faculty position prior to William & Mary was at the U.S. Air Force Academy in Colorado Springs, Colorado. 

Joseph Wilck is Associate Professor of the Practice and Business Analytics Capstone Director
Kenneth W. Freeman College of Management, Bucknell University He has been teaching analytics, operations research, data science, and engineering since 2006. His research is in the area of applied optimization and analytics.


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Work-based learning and assessment during Covid-19

by Nick Mapletoft and Andy Price

This is one of a series of position statements developed following a conference on ‘Building the Post-Pandemic University’, organised on 15 September 2020 by SRHE member Mark Carrigan (Cambridge) and colleagues. The position statements are being posted as blogs by SRHE but can also be found on The Post-Pandemic University’s excellent and ever-expanding website. The authors’ statement can be found here.

The purpose of this blog is to provide an insight into how an alternative provider of higher education, an English private university centre (University Centre Quayside (UCQ)) specialising in work-based learning (WBL), continued to deliver to degree apprentices throughout the Covid-19 pandemic. WBL is a particular branch of higher education that is based upon work and should benefit the employer, which in itself creates tensions. The post considers the impact on apprentices, who work for different employers throughout England including NHS frontline workers, through remote tutorials and remote assessment. It also considers varying employer responses from abandoning or postponing apprentice starts, to maximizing the opportunity for off-the-job training for staff on furlough and starting a programme in specific response to the pandemic.  

UCQ delivers its fully integrated Chartered Manager Degree Apprenticeship (CMDA) and BA Hons in Professional Management via a modular approach, with subject specific modules lasting seven weeks. Each module consists of two days of taught sessions delivered by a Module Lead with up to twelve students in attendance, supported by one to one tutorials and work based assessment via a Professional Development Assessor. Whilst for most students the university campus is an inspiring and invigorating place to learn, it is not uncommon for WBL students to do most of their learning at work, or at a business venue. Up until February 2020 all taught sessions were delivered face to face at venues throughout England, tutorials were often conducted remotely, work-based assessment was undertaken at the employer’s premises.  

When the Covid-19 situation started to unfold, UCQ began successfully transitioning to 100% online delivery through the principles of user centred design (ease of use), Human Factors and agile team working. The curriculum itself was largely unchanged, however different pedagogical techniques were necessary to better facilitate online delivery. Module Leads continuously improved online delivery through an iterative process of continuous feedback  from students and their employers. 

For the delivery of remote lectures, UCQ initially set up additional GoToMeeting accounts, avoiding Zoom due to published security breaches. Some client (employer) firewalls prevented students from joining GoToMeeting sessions, and student feedback requested more virtual small group working and more interactivity between the learners (as we would expect in a normal physical learning environment). Scholars continue to debate the importance of the social setting and interaction on an individual’s learning, with classrooms typically being focused on some social interaction. Replicating a synchronous learning model with strong social and personal interaction is however one of the hardest aspects to replicate on-line. Microsoft Teams was considered to be the best solution to facilitate the desired interaction. All UCQ staff and students now have Microsoft Office 365 accounts including Teams. Teams benefits from additional privacy settings to obscure the background, where there was a potential safeguarding implication with children being home schooled through the lockdown and the Summer. The same technology was used to capture work-based assessments, for example observing a CMDA student chairing a virtual meeting.

Apprentices’ employers were impacted by Covid-19 in different ways depending on their market sector and the attitudes of their leaders. Those in the hospitality and some service industries were unable to work from home, with staff put on furlough. UCQ sought to continue to engage furloughed staff in the CMDA programme, maximizing the opportunity for off-the-job activities. One large employer in facilities management embarked upon a national apprenticeship promotional campaign to extoll the advantages of apprenticeships to their furloughed workforce. Other employers aborted their enrolments, some because the pandemic resulted in uncertainty or loss of staff, others, for example in logistics, because they became too busy as a result of an increase in workload. Some potential students postponed their enrolments whereas some accelerated their applications as they saw their employer investing in them for the next 40 months as a reassurance.

UCQ’s students have managerial responsibilities which they needed to maintain during Covid-19. This meant that they faced challenges studying as a degree student, whilst simultaneously facing new tensions in their professional existence. As working from home was adopted by those that could, our managerial students needed to adopt new virtual team leadership roles. Anecdotally students started to show a heightened interest in academic areas of leadership and remote working, quickly developing new managerial skills in response to the Covid-19 situation. A core principle of the CMDA being the relating of theory to practice, meant that students now needed to grasp the issues created by Covid-19 as they emerged. Some students fed back to UCQ staff that the CMDA programme had provided a welcome  intervention and stimulating area of focus throughout the pandemic. Others described how the skills and knowledge they had acquired were helping them to cope as managers through rapid application, contextualisation and critical reflection of new skills and knowledge. 

Some students asked for further consideration but there was no formal grading safety net and all modules still needed to be completed in full and on-time to ensure progression, as the CMDA standard needed to be met in full. However, a core principle of the UCQ CMDA delivery is to work with students in terms of the pressure of their extant management roles on their academic responsibilities and to have a responsive and flexible approach to successful assignment completion. This would also include a fair and equitable response to any issues of grade erosion. Close monitoring of attainment showed an overall increase in assignment marks and a continuous improvement in progression.

In an attempt to understand the effect on students, UCQ sought student feedback at the start of the pandemic and then after six months, whilst closely monitoring results and progression. Feedback showed a high level of satisfaction in the UCQ experience, with many students preferring the remote delivery model as it saved them travel time and expense, it also resulted in UCQ staff being easier to contact as they were no longer travelling long distances.

Summary of key findings

There are substantial differences in the way that employers have responded to the pandemic and the resulting effect on their investment in staff learning and assessment. Apprentices have responded differently too, with some having withdrawn from the programme, some postponed their start date, some have taken a break-in-learning, whilst the majority report to have been better able to focus whilst working from home and to have found studying on the CMDA a positive distraction (from Covid-19) and professional support in their new ‘crisis’ management roles.

Nick Mapletoft holds a professional doctorate from the University of Sunderland, and graduate and post graduate qualifications in computing, leadership and management, business and enterprise, and education. His post-doctoral work centres on work-based learning (WBL) approaches and pedagogies, and the WBL university. He is the Principal and CEO of the University Centre Quayside, an approved boutique provider of higher education via degree apprenticeships.

Andy Price has over twenty years’ experience in higher education and is presently Programme Leader for the CMDA at UCQ. He has held various academic and leadership roles elsewhere in the sector including Head of Enterprise Development and Education at Teesside University and Assistant Director of the Institute of Digital Innovation. Andy is a long-standing champion of work-based learning and has led significant curriculum development in this area

Marcia Devlin


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Reconsidering university education. Again

by Marcia Devlin

The COVID-19 pandemic has led to higher education being moved en masse to remote and online learning in a compressed timeline. Limited returns to on campus learning are evident in Australia depending on disease outbreak levels and health advice in local areas, but the bulk of current university learning continues via digital means for now. This shift has challenged universities and educators to think about how best to facilitate digitally-mediated learning. We also have an opportunity to reconsider university education a little more broadly.

The pandemic is occurring in the context of: increasing global political tensions; shifting economic powers; prevailing societal inequalities; significantly changing social norms; and climate change and environmental and ecological damage that puts our very existence as human beings at risk. Higher education is occurring in the same context.

Having a keen eye on the grand challenges and wicked problems of our times, and on our global context is – or should be – central to the purpose of a university and to its core activity of education. We’re probably all too busy and exhausted from the demands of coping with the pandemic to think this through carefully right now but I have begun to wonder whether we should at least try to make a start. Questions in my mind include: Why do universities exist? Do our purposes need to be tweaked or redefined What should we be doing while we wait for things to return to ‘normal’? Do we want things to return to ‘normal’? If not, what are we doing about changing the course of history?

In 2016, Schleicher suggested we needed to prepare graduates for jobs that have not been created, to use technologies not yet invented and to solve new social problems that have not yet arisen. The potency of ideas like these seems to have been heightened as we watch global movements of various kinds take place and we choose which ones to support and which to resist.

The rapid and ongoing development of new knowledge drives our knowledge-based world. Since it is no longer possible to offer students everything they need to know for the future, some innovative educators have conceptualised new pedagogies that leverage modern technologies to engage and interact with current and emerging knowledge. These new pedagogies help students to find, analyse, evaluate and apply what is relevant to them at the time and for the task or question at hand. These
new ways of educating have at their core an increased sharing of power between educator and student. Methods and approaches deployed include discussion groups, peer assessments, using social media and feedback opportunities including students supporting students. Not a lecture in sight. Or if so, it’s pre-recorded and offered as optional background digital material.

These future-focused pedagogies are a lot about educators about becoming innovative and entrepreneurial in the face of our collective large-scale, complex problems as a globally connected set of societies and economies. They are about developing in students the spirit of risk-taking, creative problem-solving and learning from failure so that learners can: be prepared for a complex world; purposefully make judgements and decisions; base these judgements and decisions on changing situations, evolving, incomplete evidence and unpredictable situations; manage their own learning throughout life; and contribute to creating their own futures.

And now all of the above needs to be done online, at least for the moment.

In 2018, the UK Joint Information Systems Committee outlined the required digital capability of educators as incorporating: ICT proficiency; information, data and media literacies; creation, problem solving and innovation ability; the ability to communicate, collaborate and participate, a commitment to learning and development; and an understanding of identity and wellbeing in the digital space.

Simple? Hardly.

And impossible for even the most outstanding educator to undertake and achieve on their own, even with the plethora of existing and new resources on offer to help improve online teaching and learning.

To do all that is required, for the future that is so much more uncertain than it was even a few short months ago, university educators will increasingly need to collaborate. Collaboration with peers in team-teaching, with external associates who bring up-to-date industry, workplace and professional understanding and with librarians, educational designers, digital systems experts, students and work integrated learning specialists will be increasingly necessary to effectively design, build, teach and assess useful university courses.

As the pandemic effects paradoxically appear to shrink and expand time concurrently and many of us begin to think deeply about why we are all here, I’d suggest the fundamental purpose of higher education needs an airing and some re-consideration. We have the necessary resources, incentives and best minds to do this work – it’s a matter of turning our attention to it now.

Marcia Devlin is a former University Senior Vice-President and Senior Deputy Vice-Chancellor, current Adjunct Professor and was named as one of The Educator Higher Education Top 50 educators for 2020.