Introduction

In the previous chapters, pressures on professionals have been analyzed from multiple angles, based upon different conceptual and empirical analyses. It is now time to draw conclusions and propose ways forward. In doing so, we will explore the ‘state of professionalism’ with critical and political points of view that transgress Dutch borders. We will do this by returning to the various themes or parts that made up this book: I. Professionals and (managerial) pressures, II. Controlling professional practices, and III. Organizing professionalism. After a short summary of the main findings we will outline the main points of our own perspective on ‘pressured professionals’ in which the concept of ownership plays an important role. The chapter ends with a research agenda for the near future.

Professionals and (managerial) pressures

In chapter 3 Janet Newman has set the scene: there is no such thing as ‘the’ pressures on ‘the’ professional. This was reiterated by other authors, especially in part I (chapters 4, 5 and 6). With respect to professions we have seen that professions differ structurally and practically. Structurally, in terms of institutionalization, organizational connections, educational backgrounds and demographical make-up. Practically, in terms of the extent to which professions themselves are contested when it comes to client or case treatment (chapter 4), and the extent to which professionals have autonomy and discretionary spaces (chapter 5).

Professional forms and the pressures they undergo, moreover, are never static. With respect to this change, three observations can be made. Firstly, changes affect different relations (between, in Newman’s terms, government, organizations, associations and the public) and these relations generate multiple ‘sites of contestation’ that might hinder professionals, but might also help them to develop resistance and conflict. Professionals themselves have various coping strategies to deal with pressures (Hupe & Van der Krogt, chapter 4). They might individualize work (coping), seek stronger associational control (networking), or politicize professional fields (activism).

Secondly, with respect to professional work there is no such thing as linear change, with ever increasing pressures. Professionals have always been pressured (chapter 3) and new changes do not automatically increase pressures. However, various types of pressure can be discerned.