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Katie Schwartz. Mlk Jr. What Is Sex Trafficking? Mission Statement. Eliot, T. Frost, R. Hopkins, G. Keats, J. Lawrence, D. Masters, E. Sandburg, C. Sassoon, S. Whitman, W. Wordsworth, W. Yeats, W. Roosevelt, T. Stein, G. Stevenson, R. Wells, H. The Education of Henry Adams. I MAGES are not arguments, rarely even lead to proof, but the mind craves them, and, of late more than ever, the keenest experimenters find twenty images better than one, especially if contradictory; since the human mind has already learned to deal in contradictions.

The image needed here is that of a new centre, or preponderating mass, artificially introduced on earth in the midst of a system of attractive forces that previously made their own equilibrium, and constantly induced to accelerate its motion till it shall establish a new equilibrium. A dynamic theory would begin by assuming that all history, terrestrial or cosmic, mechanical or intellectual, would be reducible to this formula if we knew the facts. For convenience, the most familiar image should come first; and this is probably that of the comet, or meteoric streams, like the Leonids and Perseids; a complex of minute mechanical agencies, reacting within and without, and guided by the sum of forces attracting or deflecting it.

Nothing forbids one to assume that the man-meteorite might grow, as an acorn does, absorbing light, heat, electricity,—or thought; for, in recent times, such transference of energy has become a familiar idea; but the simplest figure, at first, is that of a perfect comet,—say that of ,—which drops from space, in a straight line, at the regular acceleration of speed, directly into the sun, and after wheeling sharply about it, in heat that ought to dissipate any known substance, turns back unharmed, in defiance of law, by the path on which it came.

The mind, by analogy, may figure as such a comet, the better because it also defies law. Motion is the ultimate object of science, and measures of motion are many; but with thought as with matter, the true measure is mass in its astronomic sense—the sum or difference of attractive forces. Science has quite enough trouble in measuring its material motions without volunteering help to the historian, but the historian needs not much help to measure some kinds of social movement; and especially in the nineteenth century, society by common accord agreed in measuring its progress by the coal-output.

The ratio of increase in the volume of coal-power may serve as dynamometer. The coal-output of the world, speaking roughly, doubled every ten years between and , in the form of utilised power, for the ton of coal yielded three or four times as much power in as in Rapid as this rate of acceleration in volume seems, it may be tested in a thousand ways without greatly reducing it. Perhaps the ocean steamer is nearest unity and easiest to measure, for any one might hire, in , for a small sum of money, the use of 30, steam-horse-power to cross the ocean, and by halving this figure every ten years, he got back to horse-power for , which was accuracy enough for his purposes.

In truth, his chief trouble came not from the ratio in volume of heat, but from the intensity, since he could get no basis for a ratio there. All ages of history have known high intensities, like the iron-furnace, the burning-glass, the blow-pipe; but no society has ever used high intensities on any large scale till now, nor can a mere bystander decide what range of temperature is now in common use. Since scores of new forces had been discovered; old forces had been raised to higher powers, as could be measured in the navy-gun; great regions of chemistry had been opened up, and connected with other regions of physics.

Within ten years a new universe of force had been revealed in radiation. Complexity had extended itself on immense horizons, and arithmetical ratios were useless for any attempt at accuracy. The force evolved seemed more like explosion than gravitation, and followed closely the curve of steam; but, at all events, the ten-year ratio seemed carefully conservative. Unless the calculator was prepared to be instantly overwhelmed by physical force and mental complexity, he must stop there.

Thus, taking the year as the starting point for carrying back the series, nothing was easier than to assume a ten-year period of retardation as far back as , but beyond that point the statistician failed, and only the mathematician could help. Volta and Benjamin Franklin would have stated their progress as absolute creation of power. Dalton could have measured minutely his advance on Boerhave. No one in doubted the progress of force, least of all those who were to lose their heads by it.

What can patents tell us about science?

Pending agreement between these authorities, theory may assume what it likes—say a fifty, or even a five-and-twenty-year period of reduplication for the eighteenth century, for the period matters little until the acceleration itself is admitted. The subject is even more amusing in the seventeenth than in the eighteenth century, because Galileo and Kepler, Descartes, Huygens, and Isaac Newton took vast pains to fix the laws of acceleration for moving bodies, while Lord Bacon and William Harvey were content with showing experimentally the fact of acceleration in knowledge; but from their combined results a historian might be tempted to maintain a similar rate of movement back to , subject to correction from the historians of mathematics.

Or better, one might, for convenience, use the formula of squares to serve for a law of mind. Any other formula would do as well, either of chemical explosion, or electrolysis, or vegetable growth, or of expansion or contraction in innumerable forms; but this happens to be simple and convenient. Its force increases in the direct ratio of its squares. As the human meteoroid approached the sun or centre of attractive force, the attraction of one century squared itself to give the measure of attraction in the next.

Behind the year , the process certainly went on, but the progress became so slight as to be hardly measurable. What was gained in the east or elsewhere, cannot be known; but forces, called loosely Greek fire and gunpowder, came into use in the west in the thirteenth century, as well as instruments like the compass, the blow-pipe, clocks and spectacles, and materials like paper; Arabic notation and algebra were introduced, while metaphysics and theology acted as violent stimulants to mind. An architect might detect a sequence between the Church of St.

All the historian dares affirm is that a sequence is manifestly there, and he has a right to carry back his ratio, to represent the fact, without assuming its numerical correctness.

  • Issue XXXIV.
  • Chapter 002, Parameters that Characterize HPLC Analysis;
  • Legally Innovative: How to Maximise Your Legal W.O.W [Ways of Working] by uvinigyz.tkki - Issuu.

On the human mind as a moving body, the break in acceleration in the middle-ages is only apparent; the attraction worked through shifting forms of force, as the sun works by light or heat, electricity, gravitation, or what not, on different organs with different sensibilities, but with invariable law.

The science of prehistoric man has no value except to prove that the law went back into indefinite antiquity. A stone arrowhead is as convincing as a steam-engine. The values were as clear a hundred thousand years ago as now, and extended equally over the whole world. The motion at last became infinitely slight, but cannot be proved to have stopped.

To evolutionists may be left the processes of evolution; to historians the single interest is the law of reaction between force and force,—between mind and nature,—the law of progress. Innovation in a legal context does not always have to involve technology even though it is the ultimate generator of efficiency for the legal team and the business. As Jason Ryan from Lexvoco said at a conference we spoke at together with Wells Church from Integreon in August , legal innovation can involve no tech, low tech or high tech. How low or high tech you go just depends on the degree of efficiency an in-house legal team desires to achieve.

In terms of managing workload, we will cover the role of data collection next, but in brief, consider using an agile methodology by way of a Kanban wall, having regular stand ups to complement formal WIP Work In Progress meetings, or having a team WhatsApp group or SMS group which includes your legal suppliers. Look for opportunities to brief New Law firms to gain the benefit of alternative fee arrangements, where a culture of doing things differently is inherent, and the mindset a little more naturally nimble.

Hand pick open-minded external providers that are willing to go on the legal innovation journey with you and your team. In terms of training, consider sending business colleagues Make in-house legal training creative and even fun! Design the calendar invite so it is memorable. Avoid expressly mentioning the law to humanise and make the take away principles accessible. Serve some chocolates and lollies during the session, or if the numbers are smaller have the legal team shout the attendees a round of coffees.

This stuff sounds so simple and lots of it is but trust me, it goes a long way. Legal training need not be entirely straight laced; it can be delivered in a way that sticks with the relevant audience. Assuming you know your audience, aim to deliver the unexpected obviously within professional confines in order to make it an experience. In terms of career enhancement opportunities, there are examples of secondments in the Australian marketplace that have switched up the typical secondment of law firm lawyer to in-house.

Can two bigger in-house legal teams join forces and benefit from a secondment? Are there opportunities for any. With the rise of lawyers working in legal tech, is there an opportunity for New Law practitioners to second into Big Law environments, and vice versa? Can our grad programs involve a rotation through a legal tech provider as part of qualifying? Are we talking enough about career opportunities in the legal innovation area with and at Universities? Most Universities have a Board member from a law firm, but how about having one from in-house or from legal tech?

Nor does one need to start with an outrageous ambition of being the next Netflix of the Law. There is huge merit in starting small, but thinking big. The sky really is the limit. Many of these measures mentioned require little if not zero budget. Another way of being creative. We generate insights and integrate data into our everyday lives both knowingly and unwittingly.

Whether you like it or not, you are a walking piece of information. In the information and digital ages, we each leave a potentially insightful sprinkle of data everywhere we go. In data and analytics can't be ignored — the prediction is clear: analytics will drive major innovation and disrupt established business models in the coming years. Organisational structures and processes are set to expand to include and accommodate teams of data analysts, data engineers and Insights-as-a-Service specialists to help companies capitalise and transform it into valuable insights.

Our virtual movements are golden Yet it can be a challenge to convince our CEOs and CFOs of our actual productivity, to easily write that business case, demonstrate savings or simply speak in a language that resonates with our business colleagues, across all levels. Data solves all of those problems.

Data is Insightful For lawyers, the concept of data collection seems to trigger an instant association with time sheets, given our law firm backgrounds. However, most inhouse lawyers do not miss time sheets and their productivity being defined by six-minute intervals. The intention is not to replicate law firm productivity and value measures in the in-house environment. Rather, the point is to allow in-house. Such a dashboard can be used in a weekly legal team meeting, at WIPs Work in Progress meetings or all the way up to Board level. Most teams have some basic quantitative analysis they track, typically focused around budget in terms of external law firm spend, cost savings and perhaps a list of settled cases or debts recovered often used to show how the legal team is saving the business money by avoiding litigation.

That is what I call defensive data. Dynamic data is what you want.

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  7. The penny dropped that there were parallels here in that the legal function is a helpdesk of sorts. Our legal function was similarly capable of collecting and presenting similar data about its operations. It inspired me to no longer ignore my instincts and make an ongoing date with data. So how can you get started? In other words, Keep It Simple, Stupid at the outset. Data collection needs to be sustainable and easily integrated into the day to day of a legal function and the workload of its team members.

    Mindfully consider the process and number of data variables to ensure the collection or entry process is as quick and painless as possible. For example, if you wanted to mount a business case to automate an agreement via a legal app, you could start with a table in Word. Alternatively, see if the potential legal tech provider can arm you with a fancier spreadsheet to present that data in a more sophisticated fashion.

    No legal function was ever criticised by any business stakeholder for being proactive. It gives you statistical insights. The IT team is definitely a necessary companion for your legal innovation journey. As your comfort and needs evolve, explore taking your relationship with data to the next level. In version 1, you might track only the number of issues - the business unit, and effort low, medium, high.

    Version 3 could involve launching a fully-fledged legal matter management software. Data is Business Friendly Individually, and as an in-house legal community, we know how valuable lawyers are. We therefore should not be hesitant about prioritising the collection of data if it quantitatively proves that point. Do not let cost be a barrier to entry. If you do indeed piggyback off existing IT software as mentioned above , no budget may.

    For the rest, sheer drive and enthusiasm for the cause may be all that is needed. The point is to keep the eye on the prize — being armed with quants and insights. Quants and insights on which you can move the needle if improvement is required, or on which you can capitalise in terms of realising efficiency. Data tells a Story The struggle to curate and collect data may be real, as it does mean adding a little data entry time to your everyday.

    Trust that the effort will be both gratifying and validating. Data can raise the consciousness of your business colleagues about how much pressure the legal department is under at any given point. It may also serve to explain a perceived responsiveness issue. Conversely, it can help the legal team shift towards becoming more focused on allocating their time and effort to what is business critical. Knowing where the churn is and how much volume it drives, together with an appetite to improve that, is all a step in the right direction towards transformation.

    Data from an internal stakeholder survey for example can provide. Consider surveying external legal providers too, as this can also be insightful. Law firms do not often get asked for feedback about how their clients are faring, or get to rate them! Data may give you the impetus to implement some SLAs service level agreements across the business. According to Andrew Mellett, CEO of Plexus, data allows you to define when, how and what kind of legal work does and ought to flow through the legal function. Data is clearly hot stuff. Just as importantly, data can help allay any fears or concerns about taking that bold step towards innovating or transforming the way the function delivers legal services.

    The Deloitte Research Monthly Outlook and Perspectives Issue XXXIV | Deloitte China

    Measurement is a key to success, for all pockets of a business, which includes legal. False Evidence Appearing Real. The mother of all avoidance, falsehood and untested assumptions. It slows us down, holds us back and has us second guess. It riddles us with doubt, messes with our confidence, and invites worry.

    It stares down at courage and is just as contagious. It thwarts innovation, paralyses original thinking and closes our minds to change. Psychologists call humans cognitive misers, and have identified various ways that we shut out information in order to process more efficiently. We have perception bias where we look for information that affirms what we already think.

    14 Tech-Forward Concepts Reshaping Our Future

    And we have attribution error in which we readily blame behavior on personality rather than circumstance. There are numerous more, causing us to stereotype, cling to first impressions, or make snap decisions. All of these perceptual shortcuts we create to save mental energy can lead us to make hasty and incomplete judgments about the xvii people and world around us. Langer defines mindlessness as an active state of mind characterised by a reliance on distractions, being trapped in She posits that we need to be mindful about being mindless as everything we think we know is wrong in some context.

    Lawyers have incredible minds. We are the ultimate judges and problem solvers. We can also be control freaks. As masters of lateral thinking, lawyers ought to be ripe for having an open mind to the unconventional. Our minds are incredibly powerful. Thoughts, thinking patterns, beliefs and assumptions dictate our mindsets.

    Our mindset about a situation determines our response. Yet we know that innovation is all about being solutions focused requiring an appetite for change, open mindedness and progressive thought. It is not guided by precedent but by novelty. However, if we label innovation positively as enhancing, invigorating, an. Similarly, we can continue to be afraid to try because we are afraid to fail.

    Instead, like perennial innovators we can recharacterise failure as endearing and follow Elon Musk cofounder of Paypal and Tesla to see that if things are not failing, you are not innovating enough. We can also keep shying away from seeking feedback about our lawyering only to lose valuable insights — feedback drives innovation potential. We all know that when we step out of our comfort zone that is when the magic happens. We all suffer from self-doubt but innovation is about hope.

    The hope that there is something better that can have an impact. Self-doubt has its roots in fear. More ideas will fail than succeed, which is something to get used to. The key is not to let your self-doubt talk you out xxii of trying. In other words, while familiarity is safe and certain, we are only able to discover what we are truly capable of by walking through the proverbial dark forest. Of course, technology is changing rapidly, but for now, any artificial intelligence still requires a level of human scrutiny and involvement. I know first-hand that the creation of an automated agreement certainly does not happen by some miracle.

    It still takes heavy human lawyering and judgment, especially if one follows the golden rule of automation which is not to automate an inferior process or agreement to create a user friendly app. Technology still lacks EQ — well for now, anyway. According to legal research, the most progressive functions understand that stakeholder value is generated from a myriad of risk tradexxiv offs. Instead, pour your energy into reframing innovation as an attitude and a practice.

    Practise having a killer "can do" open mindset. Practice the art of catching yourself when self-doubt and fear creeps in. Become an agent not just for one change, but continuous change. It will lead to a remarkable innovation upward spiral. Unlocking your legal innovation potential and finding your innovation power starts with you. Changing your mindset at every moment is within your absolute discretion. It does not cost anything to be wired differently, or indeed to re-wire and shift your perspective.

    Welcome the strange - take a different view; change your routine; look in a different direction. Welcome the random. Welcome xxv the unexpected. And according to Langer, the benefits of mindfulness will be pretty extensive. Being more aware and in tune to the outside world can make you more productive, creative, charismatic and alert to new and xxvi interesting opportunities. It is your choice. GOAL 1 Become an expert witness of your own pain points. Brainstorm what legal innovation means for you as an individual, and as a team. Create a Pain Points Page. Record ideas as they come to you.

    As a team, try to quantify the work of the legal function over the last day, week, and then three or six months, only by reference to numbers. Reflect on why you and your team members feel hesitant about data collection. As a team, dedicate some time to brainstorm what your ideal legal dashboard could look like — make sure the fields can be applied across the whole function.

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    Keep it Simple, Stupid at least initially. Make some decisions around how you want to bring it to life and when: via an Excel spreadsheet, via IT internally, or via a legal matter management software provider. GOAL 3 Become an expert witness of your fears about legal innovation. Fear is a compass showing you where to go. On a scale of 1 to 10 where 1 is fearful and 10 is fearless , critically rate your own mindset when it comes to legal innovation. Now re-write those fears as positive intentions.

    I came to understand the power of networks at sixteen. Organising a meaningful legal-related work experience placement was quite the task with parents who were newish immigrants, and who did not know any lawyers. Like, not one. Since that time, I have maintained a real zest for making personal and professional connections and expanding my human and virtual networks. There have been countless instances in my life where networking has shined and served. We can all probably recall an instance where we have met someone at one point only for it to make sense later.

    The beauty of connections is that they tend to foster more connections in an endless web of opportunities. As someone aptly pinned on Pinterest, a simple hello could lead to a million things To that end, there are plenty of resources at your disposal on the art of and the how to, of networking. Practice allows you to find your networking groove. Believe in it. Learn to enjoy it if you are coming at it from a place of fear.

    It will feel more natural with the passing of time. Let the prospect of meeting someone who completely changes your perspective, or who could rock your world, keep a networking diligence about you. They say that everyone we meet really is there to teach us something. Expanding your IQ 2. Over a six-month period, alongside my usual work schedule, I prioritised establishing connections with legal tech providers around the world by phone and in person to get comfortable with using technology as a way of working. Technology development is.

    Only in the last while has the legal sector definitely awakened to the rise of legal operations as big legal business. In the USA and Europe, it is becoming commonplace for General Counsel to work closely with their Legal Operations Director to maximise the efficiency and use of software within a legal department. There are online legal innovation handbooks such as the one released by Israel based LawGeex. There are similar initiatives across Asia Pacific and Europe.

    The evolution of the existence of these resources should make networking and knowledge building in the legal innovation space that little bit less daunting. Leverage your legal peers here. Tap into the legal operations. Reach out to legal innovation thought leaders on LinkedIn to see if they can point you in the right direction. Perhaps move attending a legal innovation conference to the top of your learning and development wish list. Paradoxically, technology reduces the number of interactions we need to have with humans. As noted earlier, it also makes the world feel small, and in some ways makes it easier to forge connections across the globe.

    Yet, when it comes to networking, human interaction remains vital. This is especially so in the legal tech space, as providers are still finding their marketing feet. In most cases a phone call or a minute coffee is necessary in order to properly understand the software and tools on offer. My other hot tip is to apply a huge dose of perspective when hearing feedback through the grapevine about a legal tech vendor or software.

    Treat these as opinions only and not necessarily determinative. Meet a provider and make your own mind up about their capability and fit with your legal team and business. Legally Innovative Be Curious Four If you feel it appropriate, pass any feedback or industry rumors about their software capability onto the legal tech provider.

    For now, legal tech will only be as good as the humans who are building and using it. In Australia, there is a disproportionate number of law schools pumping out law school graduates for whom there are insufficient graduate positions. The law associations tend to be territorial and perhaps not as collaborative as they could or ought to be. The inhouse community is increasing in numbers and is enjoying a louder share of voice. As the legal eco-system seems to be in a constant state of uncertainty, in my view the silos within the legal profession are amplifying.

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    5. Of course, silos slow down innovation. At a legal innovation panel in Sydney in August cohosted by Lawcadia and global Being a lawyer today means that you have to build a healthy and intimate relationship with technology trends, and then more specifically legal innovation trends and providers.

      Sooner than we think, it will just become the new normal, and the divide and missed opportunities between those who are in the know, and those who are not will be beyond huge. Think about how you as an individual and in-house legal team can inspire synergies by gently forcing collaboration between external lawyers and perhaps a legal tech provider in order to generate legal innovation.

      Separately, it is useful to keep your appointed law firms abreast of any legal transformation in the event that it will in turn involve the law firms changing the way they support you, including adopting. It might help if law firms overcame the mindset that they need to innovate internally from scratch or make a solution absolutely perfect. Create Connections Do your handpicked, fabulous and talented external lawyers who all work on your account all know one another? Harness your power to create a "legal tribe" to foster a more collaborative and connected spirit amongst law firm lawyers and legal tech providers.

      Consider hosting a legal business update attended by your external legal suppliers with the CEO as guest speaker. At first instance, it may feel like a little professional social experiment. In time, it will feel like a tight knit tribe. Once the tribe has met all of its members, consider how. Together, as one extended legal team, get to know one another and your respective businesses better. The aim is to help break down some boundaries in law land.

      The overarching point of networking is to build relationships. Networking is of course more than just collecting business cards, attending events or adding LinkedIn contacts. It is also about establishing connections. Information gathering. Being inspired by others, and other things, and their success, but more importantly any failures. Look Outside to Expand Inside After attending an evening coding course on HTML and CSS, it made me reflect and appreciate all the more the work of our legal tech providers as well as internal digital colleagues.

      Working with IT and digital professionals is fascinating. We do not speak the same language, and can have different agendas. Following tech trends from within the legal industry but more importantly, outside of it, lights the innovation inspiration within. Gary Liberson sums it up perfectly. He describes great networkers as "connectors" with an uncanny ability to find "mavens" in diverse fields. Malcolm Gladwell, in his book The Tipping Point, describes a "connector" as a person with a special gift for bringing the world together.

      A "maven" is a gatherer of information and impressions, and so is often the first to pick up on new or emerging trends. Instead of trying to break silos, we need to identify those individuals who naturally know xxviii how to connect them. Technology and social media make us more socially and professionally intertwined than before. Innovation will not thrive Connection is a gift. So get out there - the legal innovation universe needs to know who you are. In Japan, broken objects are often repaired with gold. As a general rule, lawyers by virtue of their legal upbringing and personalities seek to be flawless on the job.

      What if by inherently feeling unsafe to fail, lawyers are holding themselves back from striking innovation gold?

      What if striving for perfection is holding us back from progressing legal innovation? Scientist and inventor Thomas Edison knew ways how to not make a lightbulb. In doing so, it drives excitement, fosters change and a spirit of continuous improvement. In other words, to make legal transformation successful and well adopted, one needs to be Prototyping Prototyping is an innovation technique which involves acting before you have the answers.

      It involves quickly creating the solution, then going through multiple iterations of testing it with users and fabricating new versions. The cost of fabrication should be low and the process of making xxxi and testing rapid. Google takes prototyping to the next level with pre-prototyping. It has introduced this step before hatching a new idea in order to test, as quickly and as cheaply as possible, that the idea is worth pursuing.

      The aim of the methodology is to solve complex problems by finding desirable solutions. Therefore a design mindset is not problem focused, it is solutions focused and action oriented subject to technological feasibility. It draws. Six Sigma And then there is Six Sigma. De Feo and William Barnard.

      There are several management tools within Six Sigma. Another tool is the CTQ criticalto-quality Tree. Its signature tree diagram breaks down the components of a process that produces the features needed in your product and service if you xxxiii wish to have satisfied customers.

      Legally Innovative Be Curious Five DIY — Test and Learn Adopting a test and learn philosophy whether via a structured framework or creating your own intuitively makes everyone particularly us lawyers ride the wave of change more gently, especially if there is actual or potential resistance. Labelling an innovation as a pilot, a "test and learn" trial or an experiment makes it feel less permanent to begin with. It cushions any potential fall. Instead of making a permanent change, when you make your first foray into automation consider committing initially to a trial period only.

      During the pilot, stakeholders can enjoy a transition period from the old process to the new, and provide feedback. Forming small focus groups comprising of stakeholders which will be frequent users of any legal innovation tool can also be successful. By taking those stakeholders on a change journey with the legal team and the change, you can create a product that is valued and championed by the business before it is launch ready. This can mean launching version 1 of, say, an app so the As we all know from iOS notifications, technology and upgrades come hand in hand.

      The moral of the story is we have to fall in order to rise. In the legal innovation space, the opposite is true. Implementing a calculated and businessbacked improvement can only lead to garnering respect from your colleagues, and foster a more dogged determination to nail the improved process or legal tech implementation. Striving for perfection also chews up a lot of time. This of course depends on team size. What it does highlight though is that if you make legal innovation a KPI and strategic priority, you will keep the eye on the prize and set ambitious deadlines.

      You will also follow through. Depending on your team size but even then , see if you can launch an innovation in months or weeks. As my yoga teacher chimes, stretching is so good for you even it hurts a little in the process! Just go for it, all in. Head down, tech bum up. The stakes are high, yes. But, in the legal innovation space, progress will always trump perfection. Thus what I am saying here is that trying to be perfect with your legal innovation is not making good progress. Instead, trustfully ask yourself: What if a mild bit of wrong led to a wild bit of innovation right?

      Have you given your legal UX a workout lately? In the legal ring, it seems that lawyers conscious of two letters in the alphabet, UX User Experience , are able to pack so much more punch. So then, are your legal services fit for purpose? Unconsciously, and as mentioned earlier, humans are wired to believe that if things are being done one way, there is no other way. I know we think we are making it easier for the business, but are we in fact in all cases?

      Most legal departments work hard and devote much energy towards building a culture of accessibility, approachability, and educating their stakeholders that not all legal risks are borne equal. In other words, your reputation will precede you. In other words, technology cannot sweet talk its way out of a situ. The first impression counts.

      Each step and question of the smart form generating the final agreement electronically, for example, counts. It should be smooth. It should be simple. Look good. We are less forgiving when technology is not working when and how we want it to. Our patience runs thinner because our expectations are a little higher. We want it all, and we want it instantly. Think of the last time as a consumer you had a fabulous user experience. What was it that stood out about it? I bet one of the things you will identify is the level of personalisation and customisation all the rage right now.

      Feedback is Everything Lawyers want to feel and be regarded as special; different from the business. We endure a lot and often work remarkably hard to gain our legal wisdom and maintain our technical prowess. We take our professional oath seriously by holding ourselves account to the highest ethical and fiduciary duties. We are the moral conscience, the mast of independence. It may feel unjust to then be labelled by our end users as a mere service provider. And the feedback may not always be glowing.

      Be aware that customisation expectations can create a healthy tension or frustration between legal and the business. Yes, legal has the steering wheel, but if you are upgrading a process or implementing legal tech for the benefit of the business, be prepared to be OK with your stakeholder being the ultimate back seat driver! Balancing those competing tensions can be tricky but enlightening. In this context the customer is usually right… Exercise Customisation with Moderation Conscious customisation is to be distinguished from conscientious customisation.

      Progress over perfection, yeah? Be prepared to compromise on the customisation capacity with some legal tech products, or process upgrades. No matter how well you claim to know the business, I guarantee that you will get to know it even better. Automating an agreement involves critically and consciously assessing the existing precedent and its contents. That means having as many conversations as necessary to understand all of those permutations, in order to assess how you can most efficiently cover the field. It may be cost inefficient to customise certain services or products.

      In turn, the legal tech provider may have limited customisation capacity, or none at all if they are offering an off-the-shelf product. In this regard, efficiency is often a good independent litmus test. Always consider the UX of a legal tech product from the perspective of the end user. If you as a lawyer find it clunky, aesthetically displeasing and confusing and it is intended to be a business tool, then please save your business colleagues from it!

      Embrace a Collaborative Spirit Further, the foundation of successful automation is a great process or agreement. It may be that a process needs to be finessed before automating it. So effectively start from scratch and apply a fresh set of eyes. By consciously focusing on the UX when building and implementing legal innovation, it forces us as lawyers to think more about the human experience of receiving legal advice and guidance.

      In this way, championing the change about the way the legal team delivers its services becomes a collaborative effort. It becomes a joint effort to deliver an awesome business improvement and drive efficiency. Those who exercise innovation together, stay together! GOAL 1 collab your heart out. Think about your current network, who in it can connect you to someone in the legal innovation space?

      Carve out time in your diary over the next three months and prioritise networking, or saying yes to that next event invitation. Make a list of where your current legal service providers can collaborate and engage your legal panel to give it a go. Out of 10 how would you rate your current legal service UX? Have you conducted an internal survey recently? GOAL 3 Test and learn, stat. See what happens. Ask for feedback.

      Please tell me you've done a legal team satisfaction survey? If not, just get started - SurveyMonkey [or similar free providers] is a great place to start! Find one process and collab with your business to improve the UX. It follows a caterpillar eating its way through a variety of foods before pupating and emerging as a butterfly.

      At this final stage of being Legally Innovative, you too are now ready to pupate NB. I chose this word deliberately so it would be memorable. Like with any change or transformation, it gets easier and more exhilarating with practice. Meaning when you implement each bit of your legal innovation, aim to do it at such a vibration that it is unforgettable.

      Because implementation that is packed with passion and inspiration is destined to penetrate with punch. Of course what is inspirational for one of us may not be inspirational for another. The point is that vanilla messaging is less likely to create end consumer buy in. One with a Salted Caramel flavour may. If you think of the classic law firm mission statement, it typically covers off clients, excellence, expertise and possibly something about staff. Marque is a law firm that does not measure the value of its people or its clients in six minute units of time….

      We invest in a long term relationship with our clients, and we measure the value of our services in the same way that you do. Finally, lawyers who get it. Understanding why you are launching the new legal innovation is important to have the broader business care about it, and adopt it, sustainably. It has a fire in its belly that is contagious. It brings a degree of confidence about the change that is infectious for early adopters, and assuring for any change resistors. Communicating that why with a bit of creativity, sass, high energy and finesse and a touch of triumph if appropriate is important to generate excitement and engagement in support of the change management curve.

      Start with a bang! Inspired action is a magical combination of progressive mindset, clear strategy and taking the action with a sense that makes you want to jump out of bed in the morning. You will recall that Rogers breaks up our population into five segments that fall across a bell curve: innovators 2. Legally Innovative Be Disruptive Seven It is imperative that your implementation plan is not only crystal clear but also captivating, to ensure consistency of messaging and to gain the best cut through.