The second question to ask is whether international partnerships could be developed. There might be international corporations and non-governmental organizations with a local seat willing to invest time, energy and money in professional development locally, in exchange of academic services or a reduction in educational costs, and thus might be able to bring a number of native speakers for mutual training. The mutual training process implies here that these institutions bring competent professionals who can help with onsite training in the target language.

The advice here is NOT to create obedience to corporate rule, a process that would eradicate the egalitarian and educational ethos of higher education. Rather it is to create partnerships in the respect of the two parties involved, their differences and highest mutual interests. Indeed institutional drive for a market share must not be at the expense of sound co-operation in search for academic variety and depth. When profit dictates what is good research, independent perspectives on what is worth learning and critical reflection are erased while students are simply considered customers. 

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The deep approach is about mindset and embodied action. It is about persons, humans, in the dynamics of living. It is something people want to live and work for. It is never fully achieved, it is always in the making, and depends upon situations.


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