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Shared Decision-Making As a Treatment Technique in Prison , March 10, 1975

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Shared Decision-Making As a Treatment Technique in Prison , March 10, 1975 DOCUMENT RESUME ED 109 330 CE 004 106 AUTHOR Murton, Thomas '0.; Baunach,Phyllis Jo TITLE Shared Decision-Making As a TreatmentTechnique In Prison Management. ItiSTITUTION Murton Foundation for CriminalJustice, Inc., Minneapolis, Minn. SPONS AGENCY Manpower Administration (DOL),Washington, D.C., Office of Research and Development. REPORT NO . DLMA-21-27-74-29-4 PUB DATE 15 Mar 75 NOTE 269p. EDRS PRICE - MF-$0.76 HC-$13.32 PLUS POSTAGE DESCRIPTORS *Adult Programs; *CorrectionalRehabilitation; *Corrective Institutions; *Management; Management Development; *National Surveys; Participant Involvement; Self Actualization; Self Help PrOgrams; Tables (Data) IDENTIFIERS *Shared Decision Making; United States ABSTRACT The Federally-sponsored researchand development project centered on the current s+ate ofparticipatpry management programs in correctionalinstitutions. Questionnaires were mailedto all adult institutions known to have someform of council or committee structure. on -site visitsconducted at several institutions included: large and small; male, female,and coed; those having councils and'those having committees; andthose representing various geographical regions of the United States.Interviews were held with 'administrators, staff, and inmates wherepossible. Council members were interviewed and, whenallowed, council, meetings were observed. There is confusion and misconceptionabout- Participatory management and no differentiation in theliterature based upon typological categories. The prevailing assumption inpenological circles that "inmate government" is a corrupting, dysfunctionalmodality for prison \management is based almostentirely upon examples which are not participatory management asdiscussed in this project. Inmate councils have come into existencemainly in response to a crisis rather than as a treatment programof self-responsibility. Although there is some evidence to indicate'measurable, positive effects of shared decision-making, there is noevidence of research or evaluation to assess the effects ofparticipatory management on either the institutions or theparticipants. Tables and questionnaires are appended. (Author/EA) r....=mm....., ., 6 APR I SHAREDDECISION-MAKING AS ATREATMENT TECHNIQUE IN PRISONMANAGEMENT I THE MURTON FOUNDATIONFOR CRIMINAL JUSTICE, INC. .4. o AI ... _....MP U SI.)[ f tif71,4.1 NT OF HEALTH EDucIT CNIaOrFLFARE NAT4.4Jr..4NSTITUYE OF I Du; attON .. , .41 k.ot P0 -4f I (',; (400 4 . 6, 44nNk , ,..,( Piot , , 4., II II el; oit,HIF p kof .or, f.r ,t 1 4 4k .(1/I NY, ilk 4. iv., fciti 6,.(e,A, juskee. .A.,,,, .' 1 Of fAIING 1 f.., (44..... '11..1.f.1444(.04 IN , 1 f I'' .4, f;, 44 44Ill WIC, It 41 I4; ..4 ,'Iv, 4 '11 'I',oF Ifk ''14 , ,4 ' .o.pif, T '4ANIFI, 2 " RESEARCH STAFF Thomas 0 Murton, D. Crim., Principal Investigator Phyllis Jo Baunach, PhD., Research Associate Kenneth Demorest, B.A. Research Assistant 0 1."0,tr 6,;. SHARED DECISION MAKING AS A TREATMENT TECHNIQUE IN PRISON MANAGEMENT Tom Murton Project Director G: The Murton Foundation for Criminal Justice, Inc. 810 Thornton Street S.E., Suite 403 Minneapolis, Minnesota 55414 March 15,1975 . - 4 This report was prepared for the Manpower Administration, U.S. Department of Labor, under research and development grant No. 21-27-74-29. Since grantees conducting research and develop- ment projects under Government 'sponsorship are encouraged to express their.own judgment freely, this report does not necessarily represent the official opinion or policy of the Department of Labor. The grantee is sdlely responsible for the contents of this,report. Copyright The Murton Foundation for Criminal Justice, Inc. 1975 Reproduction permitted in whole or in part by agencies of the United States Government. O Correctional agencies should adopt immediately a program of participatory man- agement in .which everyone involved managers staff, and offenders shares in identifying uoblems, finding mutually agreeable solut- ions, setting goals and objectives, defining new roles for participants,. and evaluating effectiveness of these processes.* *National Advisory Commission on Criminal Justice Standards and Goals, Corrections, Washington, D.C., January 23, 1973, p. 485. 6 I"-BIBLIOGRAPHIC DATA I. kt Pori so. 3.Rtriptent' Accession No. SHEET DLMA 21-27-74-29-4 4.:111..as:1 :,Uhtit $t ." S. Report Dale Shared Decision-Making as a Treatment Technique In Prison , March 10, 1975 Management. 6. 7. Authorts1 . 8.lit :forming Organization Rept. Thomas 0. Murton and Phyllis Jo Baunach No. 9. Perlorming Organization Namt atui Ackiress 10. Project/Task/Work Unit No. The Murton Foundation for Criminal Justice, Inc. 810 Thorton Street, Southeast, Suite 403, 11Contract /Grant No. Minneapolis, Minnesota ,55414 - DL 21-27-74-29 12.Sponsoring Orgarot.ttion Name anti Address 13. Type of Report & Period U.S. Department of Labor Covered Manpower Administration Final: 3/15/74-3/15/75 Office of Research and Development , 14. 601 D Strect, N.W., Wachington, D.C. 20213 15. Supplementary Notes ., " . 16. Abstracts An extensive review of the correctional literature relative to participatory Manage- ment, and to a lesser extent educational and industrial literatux, resulted in the development of distinct typologies of the decision-making models. To ascertain the current state of the art, mailer questionnaires were sent to all adult institutions kncwn to have some form of council or committee structure. In addition, on-site visits were conducted at several institutions including large and sniallv male, fe- male, and coed; those having councils and others having committees; and repr'senting various geographical-regions of the United States. Interview schedules were completed with administrators, staff, and inmates where possible. Council members were inter- viewed and when allowed, council meetings were observed. There is a great deal of confusion and misconception about participatory management. Thus far, there has been no differentiation in'the literature based upon typological categories reflecting di- mensions of'power or representation...or, for that matter, any other variables. The prevailing assumption in penological circles that "inmate government" is a corrupting, dysfunctional modality for prison management is based almost entirely upon examples which are not participatory management in the sense discussed in this project. In most participatory models, a large number of inmates or staff have not really been involved in the process nor have they been delegated real power to make decisions affecting their lives. With a few notable exceptions, inmate councils have a lot in common with Topsy...they "just growed." They have come into existence in response tb a crisis, to aid in communications or just because it seemed like a good thing to do at"the time. No evidence was discovered to indicate that research or evaluation have been conducted to assess the effects of participatory management on either the institutions or,the participants. Nonetheless, there is some evidence to indicate that there are some real, measurable positive effects resulting from involving the participants in their own destiny. Finally, the "Full Participatory" model of prison management has never, been implemented. 17.Key Words and Document Analysts.17o. Descriptors attitude survey, computers, evaluation, females, labor, leadership, males, manpower utilization, motivation, personnel management, questionnaires, rehabilitation, surveys. participatory management, shareddecision-making. 17b.Identifiers/Open-Ended Terms . ,.- . 17c.COSATIFirld/GrouP 5A, 51, 5J, 5K. 21. No. of Pages Distribution is unlimited. 19 Security Class (This 18.,,-3ilabilityStatement Report) 267 Available from 7ational Technical Information UNCLASSIFIED 22151. 20.Security Class (This 22. Price Service, Springfield, Va. , Page UNCI.ASSIFIED - IdDlcot..4.0C 1411l21078 FOMm NTIS45 'REV., 3. 721 THIS FORM MAY BE REPRODUCED TABLE OF CONTENTS Page Table of Tables ix. 'Preface xi. PART ONE: The Past ss I. HISTORICALOVERVIEWOF PRISON MANAGEMENT 1 Treatment Models 1 Management Models 2 Conflicting Philosophies of Imprisonment 4 Summary 5 Statement of the Problem 6 II. A CRITIQUE OF PARTICIPATORY MANAGEMENT IN PRISONS 7 Introduction 7 Institutional Management Models 12 Definition of Terms 14 Token Model 15 Quasi-Governmental Model 20 GoVernmental Model 25 A Full Participation Model (Hypothetical) 29 Commentary 30 Case Studies Approximating The Full Participation Model 32 MaconoChie 32 Osborne 34 Gill 36 Murton 38 Summary of The Four Case Studies 41 Summary of Literature Review in Corrections 42 Other Management Models .46 Education 46 Industry 51 Summary 60 State of the Art 60 PART TWO: The Present III. CURRENT CORRECTIONAL PRACTICE: MAIL SURVEY 63 Mail Survey 64 Variables of Interest 64 Procedure 65 Sample 65 Characteristic of Respondents. 66 V. es Page Results,. ...- 67 , Council Actions 4 79 c Summary of Findings 81 f4_ , IV. CURRENT CORRECTIONAL PRACTICE: ON SIT/VISITS -3 84 Procedure % - NorfoiK,14assachusetts q 85 Framingham, MOssaChusptts 93 Nkantic, Connecticut '- 98 Walla Walla, Washington 107 Frontera, California 116 Vienna, Illinois . .120 , CdriClusions 124 PART THREE: The Future? V. THE RESPONSIBILITY MODEL 127 Criminological Assumptions. , 127 A Model of Responsibility 129 Summary VI. STRATEGIES OF IMPLEMENTATION 133 Internal 134 External 139 .Internal-External 146 Monetary Cost of Implementation 148 Alternate Plans 148 Evaluation 152 PART FOUR: The Proposition VII. EVALUATION COMPONENT 155 'Purpose 155 157 Multiple Time Series Design EY
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