Artificial Intelligence and Lawyer Wellbeing

Bell, Felicity; Rogers, Justine; Legg, Michael

doi:10.1017/9781839700408.011

Cited by 2 publications

(2 citation statements)

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“…66 A critical driver of managerialism that has dramatically increased in parallel to the changes just described is the corporate client becoming more demanding and the lawyer-client relationship drastically changing: 'legal clients are demanding greater control, predictability, accountability, and responsiveness from their outside legal service providers'. 67 Clients are increasingly able to 'shop around' for legal work, 68 requesting alternative fee structures and greater justification of costs. 69 Large firms, dealing with increasingly 'legally sophisticated' entity clients, are 'regulated' to a growing extent by the need to serve their clients' precise, complex and long-term legal needs.…”

Section: Part Ii: Managerialism and The Legal Professionmentioning

confidence: 99%

“…Lawyers may be sceptical of seemingly standardised approaches. 217 In relation to project management more generally, an '[o]veremphasis on didactic methodology suggesting the rote application of best practices diminishes the role of judgement that managers need in applying knowledge in different contexts'. 218 Unlike 'project management' per se, legal cases tend not to be standardised.…”

Section: A-coordinationmentioning

confidence: 99%

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Legal Project Management: Projectifying the Legal Profession

2021

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Post-Global Financial Crisis, global law firms and in-house departments have started to take up ‘Legal Project Management’ (LPM). LPM adopts and adapts project management methods for the law context as a means of streamlining, planning and costing legal work. This article examines LPM as an aspiring driver of managerialist change within the legal profession. In its reframing of all legal matters as ‘projects’, LPM is also an example of a more specific type of managerialist change, ‘projectification’: the process by which work activities, and our activities generally, are being organised and shaped as projects or temporary endeavours. Though we know managerialism is occurring, our understanding of how it manifests in, and is promoted by, specific practices and discourses within the workplace organisation is under-developed in the law context. It may be tempting to read managerialism as sullying traditional professionalism. But an extensive body of literature has documented the interactions of professional and managerial imperatives that result in what has been described as a hybridisation of different logics or belief systems. This article adds vital detail to the existing literature about managerialism within the legal profession by looking closely at LPM as projectification. To do so, it utilises Mirko Noordegraaf’s three dimensions of professionalism that represent core points of distinction: coordination of work, authority or the grounds for legitimacy, and values at stake. Through these facets, it analyses LPM’s somewhat contradictory aspects, illustrating the schismatic nature of projectification as both exciting and empowering, and ethically risky and dehumanising.

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Section: Part Ii: Managerialism and The Legal Professionmentioning

confidence: 99%

Section: A-coordinationmentioning

confidence: 99%