Thesis

132 Chapter 5 Finally, it was striking that some elements of MCS already scored relatively high in the control group and in the pre-measurement of the intervention group (Appendix 3), for example ‘I know the personal values and norms of my immediate colleagues’ (69%) and ‘During work, I wonder whether I’m doing the right thing’. To measure progress on these items the scores after MCD then had to be even higher. STRENGTHS AND LIMITATIONS For this study, a series of MCD sessions were organized, executed and examined in prison for the first time. It was also the first time that the impact of MCD was investigated on such a large scale. A strength of this study was that the intervention group included many different disciplines participating in MCD series. Since this study was explorative, implementation of MCD in DCIA as well as investigation of the impact of MCD on MCS require further steps. After further development, it will be possible to gain more insight into the impact on the MCS of professionals. The statistical analyses were performed on item level because exploratory factor analyses did not result in specific clusters of items. This may be an advantage because analyses on item level give us a clearer picture on the impact of MCD on elements of MCS, and on which particular elements. SCOPE FOR FURTHER RESEARCH In daily practice in prisons, the (further) development of MCS of prison staff does not end. MCS is a continuous learning process. For that reason, one series of 10 MCD sessions per team, in which not all teammembers participated in all sessions, is probably not enough to improve MCS at the team level in an organization. In order to strengthen MCS among Dutch prison staff, an ongoing process is needed that stimulates joint moral reflection; during regular MCD sessions but also in regular work meetings. After all, moral issues will continue to arise within prisons. Therefore, structural and permanent attention, with the help of ESS and MCD, for staff’s moral awareness and for handling moral challenges in a constructive manner, remains necessary to further develop the MCS of individuals, teams and the organization as a whole. In this context, it could be interesting to study whether the impact of MCD sessions is larger when staff are more familiar with the approach of MCD, for example in teamwise

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