ABSTRACT
This chapter notes that three recent and parallel transformations in the disciplinary project have been: first, the shift from the disciplining to the programming of prisoners; and second, from the empowerment to the disciplining of penal personnel. Additionally, the new managerialism in society at large has also had disciplinary effects in the universities and voluntary and campaigning sectors, which in turn have brought a new commercial ethos to bear on the work of academic penal theorists and campaigning groups. This play of old and new disciplinarities over the whole penal body politic has resulted in a strengthening of the disciplinary managerialism shaping prison policies, prison and probation managements and penal knowledge. The chapter discusses the possible strategies for arresting the excessive disciplinary trend in the administration of prisons and resettlement services. Garland argues that the privatised penal market has come about primarily because states no longer appear to be able to satisfy demands for law enforcement.
