Hester Paanakker

7. For the sake of simplicity, I will now refer to these key words as key values. Are these key values implemented in or translated to concrete policies? If so, in what way? Can you give some examples? Interview Questions (Part 2: Value Convergence and Mutual Perceptions Different Levels) I am interested in your view about how different levels perceive and deal with various values. Let’s use the key values you just mentioned as a point of reference. [ Questions 8-11 were used for the analysis in part 3 ] 8. In your opinion, to what extent does the penal sector have a shared vision on the values the sector stands for? How does this show? 9. To what extent do you perceive similarities or differences in how different staff levels deal with values? In how values are interpreted and understood? In how values are enacted in practice? 10. Between which staff levels do you perceive views to clash the most, and how does this show? 11. Between which staff levels do you perceive views to be the most aligned, and how does this show? 12. In your opinion, what are obstacles in communicating or implementing values down vertical lines? 13. What are the most important objectives a prison officer has to pursue in his/her daily work? When does a prison officer do their job well? 14. When do prison officers feel they do their job well? What objectives does he/she pursue? 15. And according to middle managers, when do they feel prison officers deliver good work? 16. And according to DJI headquarters, when do they feel prison officers deliver good work? Interview Questions (Part 3: Effects of Value Convergence or Divergence) I am also interested to learn what potential effects differences in value approaches may have. 17. [In case of differences] How do you perceive that the differences you witness on key values impact the way prison officers carry out and experience their work at street level? 192 Interview protocol managing directors