Thesis

183 General discussion executive staff switched teams. This made it challenging for us to capture the impact of MCD on a set selection of prison staff. Hence, analysis of our data was always team based or discipline based. As researchers, you cannot prevent organizational turbulence from happening, you can only recognize and respond to the changes and challenges along the way. We tried to react in a way that limited undesirable circumstances for MCD, the prison staff and our research. As researchers in an empirical study, you need to make the best of all challenges that come your way, since, in practice, there will always be conditions that your encounter unexpectedly or that cross your research plans. IMPLICATIONS AND RECOMMENDATIONS In the prison context, it is essential to address the moral decisions made by staff on a daily basis, and the moral dilemmas they encounter in their practice. Since, prison staff have a responsibility toward prisoners and can potentially function as role models by showing and encouraging positive behavior (DCIA Educational Institute, 2014; Enggist et al., 2014; Liebling et al., 2011, pp. 48–49, 55). We wish to support prison staff in dealing with the moral challenges (Ch.2) they encounter daily, via ESS and MCD, and thereby help strengthen their MCS. Below I describe some related implications and recommendations for practice based on the findings of this thesis. The importance of translation of MCD insights into improvements in practice Our data showed a positive impact of MCD on some elements of the MCS of prison staff (Ch.5) and overall, many positive experienced outcomes of MCD (Ch.6). However, we also saw prison staff experiencing frustration in their search to achieve impact based on the insights fromMCD, and mentioning a lack of influence to make changes happen (mostly in Ch. 3 and 6). To increase the impact of MCD to practice, more attention is needed for the translation from insights gained through MCD to the practice of prison staff, and to the level of influence prison staff has to create changes. Translating insights from MCD into concrete actions is needed to create visible changes in practice. It is at the core of our definition of MCS: ‘to know what it means to act good in complex situations and the ability and the skill to put this into practice’ (Ch.4). However, conditions in the organization can influence a moral craftsman so he is unable to translate insights about how to act good to concrete practices. Suppose a part of the MCD participants experiences cynicism about their influence and the impact of MCD, 7

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