Richard Susskind, best-selling author, futurist, legal tech expert, and adviser to major law firms and national governments, will discuss the Future of Litigation, at the 2021 R. Matt Dawson Endowed Lecture at Baylor Law. He is the author of ‘Tomorrow’s Lawyers: An Introduction to Your Future’ and ‘Online Courts and the Future of Justice,’ released in December of 2019.
The virtual event, scheduled for Friday, Jan 29, 2021 11:30 CT, will be hosted by Co-Director of Baylor Law’s LL.M. in Litigation Management, Professor of Law Liz Fraley. Pre-registration is required at www.baylor.edu/law/DawsonLecture.
Susskind will discuss how lawyers need to prepare for the coming disruption that technology, costs, and competition will bring to litigation and advocacy. Along with finding new ways to do business, attorneys will also need to watch out for new competitors trying to lure clients, while recognizing how new and evolving technologies will radically change the litigation process in the future.
Leadership development programs are part
of the standard operating procedures for business schools but not so for law
schools, at least historically. At a Group Discussion during the January 2017
AALS Annual Meeting, we met with about 50 faculty members from all over the
country and we asked them to share thoughts about challenges and roadblocks to
creating leadership development programs and courses. Here are some points from
What is leadership development anyway? How do we explain it to our skeptical colleagues?
Some lawyers and law students resist instruction in âsoft skills.â The very use of the term when describing leadership development adds to the problem. For many lawyers the soft stuff is the hard stuff.
Many still think leaders are born not trained. You either have it or you donât, they would say.
Doctrinal law faculty (especially those who have not been in formal leadership roles) feel uncomfortable with the subject and certainly do not feel equipped to teach it.
Current law students think they have already done leadership development â¦ in high school and in college. âWhat could possibly be added in a law school leadership class?â, they might wonder. Some faculty and administrators probably share these thoughts.
For those that believe in the benefit of leadership development programming, how can we scale up the programming to insure all students are exposed to leadership development in a meaningful way?
are some of the challenges we face. If you have encountered others, please
share. As we continue this blog, we will address these issues and offer
suggestions for overcoming.
The need for leaders in our
communities, in our country, has never been greater. A survey by the Harvard
Center for Public Leadership found that over two-thirds of Americans think the
nation has a leadership crisis. Some believe our nation has never been more
complex, polarized, and siloed than now. We need leaders who have vision,
values, integrity and the ability to see beyond the narrow perspectives of one
side. We need lawyers to step up and play more active roles in their
Lawyers offer many skill
sets that are helpful in accomplishing goals and effectuating change. Law
schools develop studentsâ proficiencies in identifying and analyzing issues and
problems, and in communicating clearly and persuasively as necessary. Lawyers
know that negotiation and compromise may be necessary to move past gridlock.
Our code of professional conduct establishes an expectation of civility and
integrity in our actions.
Will we recognize that lawyersâ highest and best use is not as legal technicians (although that will sure be required)? Will we remember that our role as legal analysts, advocates and problem solvers allow us to effectively counsel and influence clients and organizations?
But the legal profession is at a crossroads as well. What will be the role of lawyers in society in the future? The profession is forever changedâwe have an inkling of whatâs to come with technology and the impact of artificial intelligence on our profession, but we donât really know the full implications. Which of our traditional lawyering tasks will be automated? How will we adapt? Will we recognize that lawyersâ highest and best use is not as legal technicians (although that will sure be required)? Will we remember that our role as legal analysts, advocates and problem solvers allow us to effectively counsel and influence clients and organizations? Will we finally find a way to stem the tide of mistrust in lawyers and lack of faith in the institution that is our system of democracy and its rule of law?
Planning for what society needs from lawyers in the future is why we should begin to think about skills beyond learning substantive law or technical skills, which have been the focus of law schools traditionally. The skill sets needed as counselors and leadersâthose who are going to help clients and organizations work through their issuesâare going to be even more important to lawyers in the future. They will be just as important as professional responsibility, ethics, and service to the public. Leadership should be equally pervasive in our language as we teach our students about our obligations and opportunities as lawyers.