Hester Paanakker

*Rather than divergence, out of 55 respondents one respondent (a managing director) perceived value convergence only We find no notable divergence on the third dimension of value understanding. Although respondents attribute the values they mention to different levels, they mention the same number and types of values and attach largely the same meaning to them, as will be discussed below. 6.4.2 The Nature of Value Divergence Between Prison Officers, Managers and Policy Advisors After having addressed its severity and manifestation level, the next question is about the nature of the experienced value divergence. Which values clash, and how? Table 6.2 displays the values that respondents identify, what they understand them to mean, and how they feel the values are distributed over the different respondent groups in terms of prioritization. Here, a distinct dichotomy arises between a set of (positive) intrinsic values that serve prison inmates, and a set of (negative) instrumental values that support the organization. Clear and consistent value patterns emerge per level, and beyond. Respondents clearly relate the intrinsic values to street-level prison officers, and, interestingly, to their own value approaches, but relate the value approaches of each level above them to instrumental values. These value patterns also emanate from the document analysis, and are affirmed by field observations. In the eyes of managing directors, middle managers, and prison officers alike, the focus of their superiors is limited to the two instrumental values of effectiveness and efficiency. The role of effectiveness in terms of rigorous and quantitative performance measurement “that has nothing to do with quality” (prison officer 12, facility 2) is so negative that we label it here as “number obsession.” Efficiency has an equally negative connotation: in this case study, respondents reduce its role and meaning to disproportional general cutbacks, and specifically personnel cuts, with a strong undermining impact. In the words of prison officer 13 (facility 1): “ Everything has to be cheaper and shorter and quicker with less personnel. As few expenses as possible.” This instrumental or numerical focus comes at the expense of the core intrinsic values that prison officers at street level seek to realize. Respondents convergently characterize the intrinsic 143 The Effect of Value Divergence