Peer to Peer Magazine

P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | F A L L 2 0 1 9 35 As work keeps getting more complex, fast-paced, and demanding, it's easy to understand how burn-out is almost unavoidable. Technolo has no doubt made some everyday tasks more efficient, but it can also be the source of the problem. Ener vampires are everywhere. Just consider all of the tools lawyers are expected to master and use throughout the day: from communication tools like email and iMessage or Whatsapp, to time entry and billing platforms, and document management systems. From the moment one steps into the office – although in reality it starts the moment they wake up – there's an overwhelming feeling of sensory overload. These constant distractions and manual decision-making processes tax the system, eventually triggering a state of mental fatigue that slows productivity and stalls overall cognitive functions. Despite the emergence of automation and intelligent technologies aimed at helping law firms resolve their practice inefficiencies, technolo-based productivity solutions have frequently failed to produce the desired results. The sum of these tools and processes fall short of creating an environment where lawyers can work efficiently and painlessly. However, that only leaves room to develop better practices. In fact, only 37% of employees say their employers automate some processes to improve their workplace experience. Eliminating the Speed bumps Workplace "speed-bumps" (as one MIT researcher calls them) that drag down productivity act like kryptonite to weaken the employee experience (EX). There are hundreds of isolated business process problems like this within legal workflows, but it's important to properly understand the root cause of the problem before throwing a new piece of software into the mix. Too often, firms try to stitch together various off-the-shelf technologies that require lawyers to constantly log in and log out of multiple tools, undermining cohesive workflows. For instance, firms may spend millions of dollars on enterprise software like document management systems or time and billing systems, but lawyers still struggle to remember and document all of the billable time they spend on client-related matters. So does it really make sense to layer more software on top of a DMS if it's not addressing this specific problem first? Using EX to Buy the Right Legal Technolo Choosing and implementing technolo solutions that actually reduce mental fatigue and increase lawyer productivity is notoriously difficult. The key is to approach it from the EX perspective and to design a system that supports the well-being of lawyers within the context of their work. Instead of focusing on feature sets or choosing tools to solve specific operational problems, you begin with the same principles you would draw upon to create an exceptional customer experience, but apply those principles internally. In other words, the EX should always be your starting point when evaluating operational software. An EX-centric approach to technolo acquisition and onboarding focuses on two key questions: Will the solution immediately add value and improve the daily work experience of the employees who use it? Does it offer an intuitive, user-centric design that will lead to widespread adoption? This approach prioritizes technolo that not only efficiently automates the routine processes (such as the boring administrative issues or tedious information searches) that client-enriching activities are often sacrificed for, but also simplifies the user experience to the extent that it operates virtually unnoticed, thereby reducing cognitive overload and mental fatigue. 1 2 The net result of the EX-centric approach is that when the friction is removed from daily operations, lawyers can spend more of their time on the complex, value-generating activities they are best at. Fostering engagement and providing lawyers with the opportunity to showcase their talent results in a happier, more satisfied, more productive workforce. And firms that consider this when building their technolo mix will optimize operations. Sometimes Technolo Isn't the Solution Before considering any new technolo to add into the mix, however, it's important to take a step back to understand the problem in the context of the individual. Testing the adaptability of any new process requires an additional question that should be acquired on a granular basis: Does the proposed solution integrate smoothly into your particular workflow? Too often, lawyers feel overwhelmed by their digital toolkits because they are being asked to constantly learn a bunch of new processes in order to use the tool effectively. A better strate for driving real progress might be to demand less and listen more. The basis for this approach is the realization that it is critical to obtain the buy-in and acceptance of lawyers before asking them to make substantive changes to their customary methodologies. Without it, they are likely to stick with old customs and reject any attempts to promote workflow efficiency. Likewise, inefficiency is rarely the consequence of only a single problem; and therefore, technolo won't solve it all. Typically successful restructuring takes a combination of elements: 80% technolo and 20% workflow; or it could be 50% workflow, 20% human behavior, and 30% technolo. The point is, every firm must conduct its own internal evaluation to determine the right changes to make for its distinct culture. 3

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