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This chapter explores how asylum caseworkers are socialised on the job and thereby acquire an institutional habitus. Decision-makers are disciplined, incentivised, compelled, but also “ideationally conditioned” (Gill in  Transactions of the Institute of British Geographers  34 (2): 215–233, 2009) to think, act and feel in certain ways. The chapter argues that how organisational socialisation works can only be understood by taking three factors into account: what belonging to the office and to different “communities of interpretation” (Affolter, Miaz, and Poertner in  Asylum Determination in Europe: Ethnographic Perspectives . Palgrave Macmillan, Cham, pp. 263–284, 2019; Wenger in  Knowing in Organizations: A Practice-Based Approach . M.E. Sharp, Armonk, pp. 76–99, 2003) within the office means; how decision-makers acquire, and are taught, the necessary  Dienstwissen  (Weber in  Economy and Society . University of California Press, Berkeley, 2013 [1978]) for carrying out their tasks; and the accountability decision-makers feel towards other actors: peers and superiors, but also politicians, the media and “the public”. Together these aspects of organisational socialisation shape what decision-makers come to perceive as “normal” and “appropriate” practices. Through becoming members of the office, they develop a “socialised subjectivity” (Bourdieu and Wacquant in  An Invitation to Reflexive Sociology . Polity Press, Cambridge, pp. 61–215, 1992) which, in turn, shapes their everyday decision-making practices.

palgrave socio-legal studies

Getting in Line with the Office

pdf-texts/10.1007_978-3-030-61512-3_5.txt