Hester Paanakker

displayed views of craftsmanship achieved by institutional and non-institutional professional socialization. Primarily, respondents appear to be systematically biased to believe that management above them prioritizes targets over content, and measurable output and efficiency (those values that support the organization) over intrinsic values of good work (those that serve prison inmates). Clearly, defining what craftsmanship is, is a shared process of discovering how different staff levels in the organizational hierarchy view themselves as well as each other. Failure to recognize and institutionalize this creates harmful stereotyping throughout the policy domain, preventing key values from being expressed in street-level practice. Such shared deliberation is best facilitated when ongoing informal socialization processes at street level are the starting point for a common set of core values along the policy chain, and, also, for the careful common coordination of how to implement these ideas in individual public organizations. Despite theory on hybrid professionals or professional managers, this case study shows a clear dichotomy between the perceived managerial logic that accompanies cutback management and neoliberalist reform, and the professional logic that favors quality improvement of service delivery on the shop floor. The key to truly realizing values of craftsmanship at the street level, is overcoming perceived role differences by closing the perceived value gap between management and the shop floor and restoring mutual exchange and trust in value understandings. 117 Comparing Perceptions of the Frontline Craft