The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/96072
other reason than force of habit, and come up with more concrete and clear wording. The end result could be a more modern, plainlanguage document. New associates could also actively participate in two other areas of KM that are gaining traction among firms, legal project management (LPM) and after-action reviews (AARs). In the former, new associates might act as project managers on fairly routine matters of relatively short duration in their practice area, coached by KM team members with LPM experience. With proper training from KM, new associates would also make excellent facilitators New associates could help reveal gaps the firm will want to fill before the senior lawyer retires. for AARs, the debriefs in which matter teams meet shortly after a matter ends to discuss lessons learned and document best practices. Involving new associates in these post-mortems would not only help capture vital precedents, research and know-how for the new associate's and other lawyers' future use, but also spark fresh ideas about how to do things better. By bringing people together and asking them about the steps they took on a matter, they might think of ways to enhance the process and eliminate bad practices altogether. Last but not least, new associates doing time in KM could help their firms tackle succession planning by sitting down with the most senior lawyers and soliciting their war stories. When asked to put aside time to contribute precedents, draft models or write content, senior lawyers often decline due to lack of time. On the other hand, most of us enjoy talking to others about our experiences and somehow find the time to do so when asked. What senior lawyer would not welcome questions like "What was your most successful case?" and "If you could handle one case differently, which would it be, and what would you change?" Drafted as case studies or practice advisories, depending on the content, the summaries new associates prepare would make fine additions to the firm's knowledge repository, practice group pages on the firm's intranet and professional development materials. Delving deeper with questions like "What niche areas have you carved out for yourself?" and "Who works with you on these matters?," new associates could help reveal gaps the firm will want to fill before the senior lawyer retires or decides to go elsewhere. Everyone Wins Through all these activities, new associates would fill several voids in ongoing KM projects by supplying KM with additional manpower and also contribute volumes to the firm, all while learning more than they ever could have hoped in a relatively short time. While spending quality time with senior lawyers, the newest members of the firm would get one-on-one training, hands-on writing and interviewing experience, and opportunities to think critically and communicate a range of valuable information to others throughout the firm. More still, they would pick up practical skills, hear the inside story on building client relationships and developing business, learn the firm's culture and perhaps get a taste of firm politics. The real beauty of this solution is that firms have nothing to lose by giving it a try. By starting new associates in KM, the firm would reap all the benefits that come from old-school ways of educating and training associates with the added bonus that associates likely emerge from KM boot camp far more knowledgeable, experienced and ready to practice than under traditional models. The firm would also end up with a wealth of high-value annotated models and precedents, case studies, best practices and lessons learned — not to mention advanced LPM and succession planning initiatives. Perhaps the greatest benefit of starting associates in KM, however, is the likelihood that these lawyers would remember the value of sharing their knowledge and contribute to KM throughout their careers. Knowledge management boot camp can: • Use resources already at hand • Enhance succession planning • Increase innovation • Provide hands-on training and experience • Give a quick return on investment Ginevra Saylor is the National Director of Knowledge Management at Fraser Milner Casgrain LLP. Ginevra develops and implements the firm's KM strategy and initiatives, which include leading the firm's practice support lawyers and business intelligence and information resources teams. She has worked in law firm KM for 13 years and practiced law for 10 years. Ginevra can be contacted at ginevra.saylor@fmc-law.com. Peer to Peer 53