204 Summary that the organization as a whole can harvest from the MCD sessions, e.g., by translating insights into adjustments in current policies. General discussion and recommendations The discussion in Chapter 7 shows three overall reflections based on this research. First, both our pilot study at DCIA and the main study from this thesis showed how some participants expressed resistance to MCD. This resistance seemed based on, e.g., organizational challenges, such as job insecurity or high work pressure, or doubts whether the offered intervention of MCD would be the best fit for them. Overall, we addressed resistance with a pragmatic hermeneutic approach; aiming to understand the experiences and perspectives of MCD participants and learn from that through a mutual dialogue. This can help to re-direct resistance to constructively dealing with them, e.g., by improving the conditions of the MCD implementation or adjusting the used conversation method. Second, the prison context at DCIA proved to have specific characteristics. For example, our data showed how prison staff often felt a lack of influence to improve practice; they at times showed feelings of powerlessness. We noticed that MCD had an empowering effect on part of the prison staff, as MCD fostered their capacity to speak up and address issues. MCD encouraged prison staff to learn from each other’s perspectives. The third reflection focused on some challenges in our research design. For example, it was a challenge to measure the impact of a complex intervention such as MCD. Among other elements, it was challenging to combine a regulated implementation of MCD sessions (to be able to measure its impact and compare results of different teams) with our responsive evaluation approach (which aimed at addressing and adjusting, where needed, conditions of MCD to achieve a better fit between sessions and the needs of the MCD participants). Our research revealed various implications and recommendations for the practice of prison institutions, and specifically for DCIA and its Educational Institute. Attention should be given to help MCD participants translate insights from MCD to their practice, and at the workplace discussions should more often involve reflections on the ‘scope of influence’ of prison staff. When implementing MCD, having a combination of a top-down and bottomup approach of MCD is recommended, and an institutionalized appreciation of ‘moral courage’ among prison staff would be beneficial for MCD and for the development of their moral craftsmanship. Based on the overall positive evaluations and outcomes reported by participating prison staff in this study, a continuation of the ethics support and specifically MCD is advised to support prison staff in dealing with their moral dilemmas. To move toward a more reflective organization DCIA should develop structural plans to support the
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