The ongoing faculty strike at Wellesley College reveals, in stark terms, the reality of the two-tier faculty system that has come to define much of American higher education. Despite its reputation as a progressive liberal arts institution, Wellesley—like many of its peers—relies heavily on contingent faculty to carry out the core educational mission, while systematically denying them the security and respect afforded to their tenured counterparts.
At Wellesley, non-tenure-track (NTT) faculty make up about 30 percent of the teaching staff but are responsible for teaching 40 percent of the college’s classes. These educators are essential to the functioning of the institution, yet they are paid less, enjoy fewer benefits, and live with little to no job security. Only in January 2024 did they formally unionize, and since May, they have been negotiating what would be their first collective bargaining agreement. The protracted nature of these negotiations—and the college administration’s sluggish response—led to the strike, now stretching into its fourth week.
The strike has exposed the deep fissures between NTT and tenure-track faculty. In response to the disruption, the administration asked tenured professors to take on additional students, offer independent studies, or otherwise fill in for their striking colleagues. No additional compensation was offered. Faculty were given less than 48 hours to decide whether to participate. The move created a moral and professional dilemma: Should tenured faculty support their striking colleagues by refusing to cross the picket line, or should they prioritize the needs of students—particularly those whose immigration status or financial aid depended on maintaining full-time academic standing?
In many ways, this is the real function of the two-tier system. It doesn't just allow institutions to save money by underpaying a significant portion of their teaching workforce. It also creates structural divisions that can be exploited in times of labor unrest. The privileged position of tenured faculty makes them natural pressure points for the administration, able to be guilted or coerced into mitigating the effects of a strike without fundamentally changing the system that caused it.
Driving this system are university presidents and senior administrators who increasingly adopt corporate, anti-labor management styles. These leaders often frame themselves as neutral actors mediating between stakeholders, but their actions tell a different story. In their refusal to negotiate in good faith, their last-minute crisis planning, and their strategic deployment of fear—around students’ financial aid, immigration status, and graduation timelines—they reveal a deep alignment with union-busting tactics more often seen in the private sector. These administrative strategies not only weaken labor solidarity, but also erode the educational environment they claim to protect.
What’s happening at Wellesley is not unique. It mirrors a broader pattern across higher education, where elite institutions rely on the labor of contingent faculty while denying them the protections and prestige of tenure. This isn’t a bug in the system—it is the system. The two-tier model is not about flexibility or innovation, as administrators often claim. It’s about control and cost containment, and when challenged, colleges will invoke crisis—whether financial, academic, or humanitarian—to maintain that control.
In this moment, Wellesley’s administration has positioned tenured faculty as potential strikebreakers, students as bargaining chips, and contingent faculty as expendable. The strike, and the response to it, underscores the urgent need to dismantle the exploitative structures that underpin so many American colleges. Until that happens—and until college presidents are held accountable for anti-labor tactics—students and faculty alike will continue to suffer, not only from instability, but from the erosion of trust and shared purpose in the academic community.
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