Jordan Furlong is a leading analyst of the global legal market and forecaster of its future development. In this insightful article he contends that our legal education and licensing systems produce one kind of lawyer. The legal market of the near future will need another kind. If we can’t close this gap fast, we’ll have a very serious problem.
Jerry Lawson discusses how antipathy toward slide shows is understandable but misdirected. A slide show is a tool, an instrument like a hammer, airbrush or violin. Lawson advocates the position that good slide shows can help presenters better educate, persuade, and even inspire.
Kevin Novak continues his discussion on critical strategies and managing people in workplaces which have increasingly shifted to indirect, digitized operations and communications. The basic toolkit for successful leaders has changed and will continue to evolve as the work environment shifts. Leaders still need the basics to run the business, but the role has changed from a top-down decision-maker to an empathetic and facilitative colleague. We know it’s a lot to ask leaders to be group dynamics pros, but person-to-person skills as a wise mentor is invaluable with younger workers. It is and always will be important to “read the room” or in today’s terms “read the screen.”
As the 2024 campaign cycle unfolds, campaign strategists, pollsters and political scientists have been closely watching independent voters. Professor of Political Science Julio Borquez addresses why it appears that independents are important – including to political science scholars like himself.
We have been informed that 49% of law firm leaders indicate “strategic planning is more important than ever.” Another 20% say it is tremendously important. Law firms have more money at risk than ever before. They have more attorneys in their firms to communicate with. And – they are looking at bigger markets along with a multitude of new ones. Meanwhile, the world is awash in geopolitical risk. Strategic planning brings all this together by evaluating risk and opportunity – the plan itself defines what a law firm will and won’t do. The strategic path brings about the most informed and thoughtful decisions – and with the amount of money at stake – no firm deserves less. Such is the world of law firms and their strategic planning efforts as identified in a survey we just distributed to over 200 large North American law firms. This survey defines where these law firms are in their strategic planning process and where they are headed. Patrick J. McKenna and Michael B. Rynowecer canvassed and received detailed feedback from firm leaders, all from firms of over 100 lawyers in size, on their specific approach to strategic planning and their responses to 16 sequential questions covering everything from who was involved in developing their current strategic plan and how long it took, to how satisfied they were and the one thing they would change with respect to their efforts going into the future.
David H. Rothman’s timely, outside the box commentary addresses the growing wave of news outlets abruptly closing down their websites, laying off staff, and in some cases, eliminating access to their respective archives. Rothman proposes an alternative to “how do I charge them enough” to stem the tide of closures, an avenue he prompts billionaire Jeff Bezos, owner of the Washington Post, to consider. A good-sized trust or corporate equivalent would enable the Washington Post to be run as a sustainable enterprise in the public interest, rather than as a mere profit generator.
At the end of December 2023, Patrick J, Mckeena and Michael B. Rynowecer presented 200 Firm Leaders with a selection of over 40 timely and potential ‘Burning Issues’ – and asked of them “what do you anticipate as the highest priorities occupying your leadership agenda going into the new year?” The team received responses representing firms from 200 to over 2000 lawyers in size. This paper distinguishes the challenging issues for firms in 2024.
Kevin Novak offers an overview and context about key challenges to manage in 2024 including the “seduction of shiny new things,” hybrid work, data risk, and the 24/7 information barrage.
The shocking events of Jan. 6, 2021, signaled a major break from the nonviolent rallies that categorized most major protests over the past few decades. What set Jan. 6 apart was the president of the United States using his cellphone to direct an attack on the Capitol, and those who stormed the Capitol being wired and ready for insurrection. Joan Donovan and her co-authors, a media and disinformation scholar, call this networked incitement: influential figures inciting large-scale political violence via social media. Networked incitement involves insurgents communicating across multiple platforms to command and coordinate mobilized social movements in the moment of action.
Some recent headlines have reported disturbing news about respected and respectable scholars falsifying or just ignoring data conclusions in scholarly papers. This is another example of the skepticism many of us have with the shifts in misinformation flooding our inboxes and newsfeeds, compelling each of us to exercise our critical thinking skills. And the examples we’re referring to aren’t even results of AI. It is human error, strong bias at play, or manipulative intention for one purpose or another. This leads us to another topic in our continuing explorations of human motivation. Why do we lie? Why do we cheat? Kevin Novak takes a deeper dive on this discussion about the issues and the people and actions that have been in the news recently.