publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/550988
ILTA WHITE PAPER: JULY 2015 WWW.ILTANET.ORG 25 SUCCESSFULLY INTRODUCE NEW PRACTICES AND TECHNOLOGY and troubleshoot with colleagues along the way. It is your job to help your champions become the best spokespersons for the change. Train Well: Even though researchers at Stewart McKelvey were already familiar with Westlaw, it was important to ensure they would use it to its fullest potential after making it the sole source for online research. With an updated contract, the firm added a few products it had not previously subscribed to, understanding that some gaps must be filled. Refresher and new product training became another key to a smooth transition. While offering training is important, needs vary by firm and practice group or department. If a new system is fairly easy to use, lawyers might not spend potential billable time in a training room and could benefit more from someone dropping by for five minutes to get them started. In some cases, a quick video to consume when needed or a few pointers from a junior who has already mastered the new tool might be best. Calling sessions "training" is not always the best way to entice people in a law firm. Test out alternatives like "professional development" or "skills development," and see which draws larger crowds in your firm. CREATE A FEEDBACK LOOP Even with excellent communication and training, the nature of change invites some chaos. You can plan for and mitigate the inevitable chaos by providing a continuous feedback loop to everyone undergoing the change. Stewart McKelvey provided contacts for those with questions and concerns throughout the process and had vendor representatives meet directly with users voicing the greatest concerns. Consider a range of feedback channels, including: • Select a group of "super" users to train in-depth in advance to help respond to questions and gather feedback and stories throughout the rollout period • Designate a person from the training or implementation team to walk the halls or call each user during the rollout period, help troubleshoot individual concerns and gather questions and other feedback • Create an email address for the rollout • Add a form on the firm's intranet or a cloud- based tool (for instance, Google Form) DETERMINE SUCCESS To best determine whether you have successfully managed change, you need to look back at the project's objectives. In Stewart McKelvey's case, the goal was straightforward: The firm wanted to save money. According to Murphy, "The anticipated savings over five years was over one million dollars." It is your job to help your champions become the best spokespersons for the change.