Hester Paanakker

73 This potential problem for a uniform framework of craftsmanship values is partially obviated by the socialization effect of professional logics: professionals conform to identical and highly institutionalized professional norms (L. B. Andersen & Pedersen, 2012) that generate normative isomorphist processes through professional selection and socialization (Teodoro, 2014). As such, the definition of the skills involved in good work is shaped and controlled by and within the professional group itself: “Because the services that professionals deliver often require specialized knowledge, the profession benefits from everyone adhering to the same norms, and therefore steers the behavior of the professional through education, socialization, and internal regulation” (Van Loon en Noordegraaf, 2014, p. 208). In the public sector, Freidson explains, this pertains to the expectation of professionals becoming socialized to “an ideology that asserts greater commitment to doing good work than to economic gain” (2001, p. 127).” The converging effect is likely not only to pertain to skills and norms, but, importantly, also to values. As Perry and Paarlberg indicate, values, too, serve as a homogenizing framework and “provide a common understanding of the correct way of thinking and acting” within organizations (2007, p. 39). 3.6 Examining Institutional Facilitation in the Organization Even if conceptions of craftsmanship are uniform within street-level occupations, this does not mean those ideal conceptions are institutionally facilitated in the organization in an equally uniform sense. Moreover, since the terms of imprisonment are susceptible to political or societal swings, in practice the aims, tasks, demands and context of prison work are subject to frequent renegotiation of values. Within the framework of craftsmanship, this means prison officers can be faced with a highly volatile administrative practice (Liebling et al., 2010). This signals how complex institutional environments may constrain value attainment, and hence, public craftsmanship, but this we still know little about. The institutional facilitation of public craftsmanship in the organization, which constitutes the second part of our research question, remains under-researched. The values public professionals aspire to may be at odds with their perceptions of what actually plays a role at street level in the complex bureaucratic reality that is restrained by moral complexity, lack of time, resources, political will or bureaucratic inaptitude. Different institutional paradigms, policies, tools, instruments, behaviors, and management dynamics, acknowledged by the local dynamics in the 73 Mismatch Between Ideals and Institutional Facilitation