By Scott M. Rawls, Elena Portyansky Beyzarov Robert B. Raffa
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Extra resources for Netter's Illustrated Pharmacology
They feature successes, disasters, heroes, villains and mavericks who deviate from the norm. They describe the kernel of truth about the organization; they reflect its dominant values, or ethos. Each prison has its own traditions. There is often a resistance to learning from the practice of other prisons and from excellence in other settings. It is a matter of emotional involvement and survival as to why each prison develops its culture and its culture carriers. These may often be reinforced by the routines and rituals referred to above.
Organizational structures We have said that, by convention, prisoners are at the bottom of the organizational structure of prisons. By contrast, restorative justice sees offenders as partners, with a vital stake in the community. Clearly, this represents a tension for many prisons. Despite this, partnership approaches are developing, in suicide prevention work, diversity and equality issues, prison councils (see Prison Reform Trust, 2003) and educational programmes of peer counselling. The prisoner's role as stakeholder is given its fullest expression in therapeutic communities where each person (from management, staff and prisoner groups) is responsible for his or her decisions and accountable to the whole community.
In practice, the aspiration of empowerment may encounter a pressure point in the terms of agreements generated by the parties. For example, an agreement, with the free consent of the offender, might require longer incapacitation in prison. Prisons are coercive institutions, and therefore any voluntary programme raises questions about whether the prisoners are genuinely free to decide not to take part. A pressure point on voluntarism is the degree to which the restorative aims are influenced by the alternative of a punitive response.
Netter's Illustrated Pharmacology by Scott M. Rawls, Elena Portyansky Beyzarov Robert B. Raffa