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As leaders in international education, we are tasked with the ethics of framing, planning, and practice in internationalizing our campuses. We often come into philosophical conflict when working with various levels of administration, faculty, or student experience as we navigate between the business case of internationalization and the transformational experience we hope will be the outcome of our work. This session will present a case study from Memorial University of Newfoundland, where the President of the university engaged two special advisors, one for internationalization, and one for indigenization. The two presidential advisors began meeting together regularly, comparing and contrasting our programs and philosophies. The case study will present the learning of the senior international officer at Memorial as she compared her practice and assumptions with those of the indigenization office.
Participants in this session will reflect on the practice of creating transformational change in an international office and be exposed to new models of shaping international/intercultural experiences. They will also consider new approaches to collaborate and build trusting and reciprocal relationships with other offices also tasked with leading transformational change in a post-secondary environment.
Author(s):
Sonja Knutson
Memorial University of Newfoundland
Canada