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Overcoming The Barriers to Organizational Change

By Steven Burchell
July 18, 2007
In order to stay ahead of the competition in today's economic environment, a law firm needs to be flexible and agile in adapting to change, whether through a corporate restructuring, adopting new technologies or processes, or introducing new products or services. Let's face it, for a firm to grow and be successful, change is inevitable. It's just part of doing business today.

To optimize organizational learning and be successful with these types of change initiatives, knowledge management processes need to be integrated into the culture of a law firm right from the beginning. If knowledge management is the 'brains' of a firm, culture is its personality.

When introducing new technologies or processes, managing the challenge of change requires a clear vision, ongoing two-way communication with the affected stakeholders and an understanding of people's levels of influence and commitment to the change. A law firm's culture can impede the adoption of new processes. When employees are accustomed to performing tasks in a certain way, you are bound to come up against some resistance if the new processes translate into a loss of their routines and comfort levels. Therefore, it is imperative that you get the appropriate people involved early in the planning to make sure they understand the new systems and processes ' and how the changes will affect them and the firm.

When I joined Sedgwick, Detert, Moran & Arnold two and a half years ago, one of the first projects I was charged with was evaluating the firm's records management and conflicts systems. I concluded that a more efficient IT solution to automate and unify the records, conflicts, docketing and new business intake (NBI) systems would be required for process optimization. Inevitably, this initiative would lead to a change in how the firm did things, which would mean a substantial cultural shift for the firm as it evolved into greater sophistication in these key areas.

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