The long-running debate about how faculty members should be spending their time has been fueled by recent events in Texas, where the work habits of professors at research universities there are being scrutinized, lambasted, and even nicknamed. (More about dodgers, coasters, and sherpas later.)
So it’s not surprising that a recent article I wrote in The Chronicle on the various ways popular measures of faculty productivity can fall short has provided fodder for those pushing controversial reforms of higher education in the Lone Star State and elsewhere. Just this week, Pamela S. Gossin — a professor of arts and humanities at the University of Texas at Dallas who gave me a detailed (but not exhaustive) account of what she did over a seven-day period in mid-April — felt the brunt of that.
A blog post on mindingthecampus.com, which was largely a roundup of the latest happenings in the faculty productivity debate in Texas, chose a few select tasks that were a part of Ms. Gossin’s 70-plus hour work week to highlight what’s “clearly wrong” with professors. Ms. Gossin’s reading of a white paper on anti-Semitism on campus wasn’t work, according to the blogger. The other questionable activity in the blogger’s mind: her spending time on a weekday, at 7:15 a.m, looking for a summer camp to keep her daughter occupied during the time Ms. Gossin planned to dedicate to her digital humanities research.
What is clear is that Ms. Gossin and plenty of other professors are at the heart of the ensuing battle that basically boils down to whether faculty are earning their keep. But when critics take a stab at the amount of time Ms. Gossin spends on work, they swing the conversation toward whether faculty productivity would truly improve if professors spent a set amount of time on campus, and in the classroom in particular. Interestingly enough, employers in a variety of industries are migrating to a more fluid definition of “workplace.” Many professional employees, professors included, can now do at least some part of their job at whichever place, or places, work best for them.
Yet in higher education, some observers say, there are too many people who aren’t on the job — literally and figuratively — which brings me back to dodgers, coasters, and sherpas. Rick O’Donnell, a former special adviser to the University of Texas Board of Regents who wholeheartedly backs recent efforts to measure faculty productivity, recently released a report where he used those monikers and a couple more to characterize the productivity of faculty members at the state’s two top research universities.
Dodgers are faculty members who teach a small number of students and don’t bring in external research grants. Coasters are senior professors with reduced teaching loads who bring in marginal amounts of external grant money. Sherpas are the nontenured faculty members who often teach the bulk of classes and students.
Mr. O’Donnell’s analysis has been attacked for being based on flawed data, among other things, but nevertheless the report has brightened the spotlight on the issue. A Florida television station, WCTV, reported that the state’s governor has begun promoting some of the same reforms slated for Texas, including measuring the effectiveness of professors.
Ms. Gossin said she regrets opening herself up to critics. From the outset, at least, it surely seemed impossible for anyone to make a case that she’s not a productive member of the faculty at Dallas. For instance, while explaining that she took a break from teaching in the 2009-10 academic year to develop and plan for a long-term research project in the digital humanities, Ms. Gossin was quick to mention that she packed much more into her leave — during which she earned 75 percent of her pay. On her own initiative she supervised 52 hours of undergraduate and graduate independent study during the academic year and another 12 hours of independent study over the summer. She also completed six book reviews, contributed articles or chapters to six books, and wrote five grant proposals over nine months, three of which succeeded in receiving financing.
Other productivity-related milestones (I’m doing my own cherry-picking here from a long list Ms. Gossin e-mailed me): Ms. Gossin is the only arts and humanities faculty member at Dallas to develop a new program; the medical and scientific humanities program trains future medical practitioners to incorporate “humanistic” approaches and understanding into their work. She has won teaching awards throughout her career and has been nominated for others “virtually every year that I’ve been in the classroom.” And financial supporters of her research include the Rockefeller Foundation, the National Science Foundation, and the National Endowment for the Humanities.
“I think the reason that it especially hurts me to be singled out as an example of ‘what’s wrong’ with academics is that I have devoted myself for over 20 years to being both an outstanding teacher and scholar.” Ms. Gossin wrote in an e-mail. “If I’m an example of what’s wrong, then there’s a bigger problem.”
So what does a productive professor look like to you? Does it matter if professors aren’t on the campus? And what do you think has been overlooked in discussions about how faculty work?

