Change journey

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Change journey
(abstr. n.)
Of a legaltech implementation, the putative distance a user must cover from her existing set of work habits — that she will have honed, refined and iterated over the excoriating 30-year, well, journey that represents her career — to forge the necessary set of new habits such that the implementation will work.

It should be so transparently obvious it does not need saying, but the modern history of legal technology suggests it’s not, so let us say it:

The key to a successful “change journey” is, therefore, to be as short as possible.

Ideally, the user will not know she has been on a journey at all: her existing habits will remain intact; the new tech will seamlessly and invisibly flow around them, and her, like a gel suit filled with those little nibbly fish that exfoliate and nourish the epidermal layers of those who frequent health spas.

But, you know: fat chance of that happening.

Instead — the decision having been taken to implement a new matter management system — a slew of graduates from the COO function will be co-opted to take the department on a “change journey” from their sub-optimal, antediluvian ways, to an enlightened state somehow closer to the Singularity which, it is believed will result from the mere existence of this new system.

This is to misunderstand lawyers — and humans, really — as egregiously as it is possible to do. Being engaged in answering a calling, however dimly they may be aware of what that calling may be, lawyers feel keenly that they are already on a journey. It is a tedious enough journey as it is — they only found out for certain how dreary it would be once they were well past the point of practical return — so any further diversion is to be sorely regretted. Especially one prompted by some little twerps from the chief operating officer’s team.

Like most professionals, lawyers are creatures of ingrained habit. The exercise of bidding them stop doing this and starting to do that is no simple matter of preparing curt intellectual bullet points for the “change programme workstream lead” to present en masse by PowerPoint. It is, rather, an intense, multi-year, exercise in artful, sympathetic, psychological reprogramming. Even if handled masterfully, and it won’t be, it carries no more than an even chance of success.

Another way of looking at this is that: any technology that can’t accommodate how users currently behave — that obliges users to accommodate the application, and not vice versa, isn’t very good tech. For legaltech is meant to be faster, cheaper and more reliable than we are. It is the underpaid, uncomplaining, eagle-eyed but fundamentally dull articled clerk, there to take the dross away and give the subject matter expert wings to work her ineffable magic.

Tech that, instead, makes the indentured eagle’s life harder surely isn’t very good at what it is meant to be doing, and runs face fall into the brick wall of fact: the lawyer will jst refuse to do it. Habits die hard — that is why they are habits — and are generally not wiped out by ways of working that are categorically harder.

See also

• Change management
• Twelfth law of worker entropy