What we are learning about technology adoption in the legal world
While we have all been focused on finding the perfect technology solutions, we are discovering that the real story might be about something else entirely: how we help people navigate change.
Resistance and managing risks
More lawyers express hesitation about implementing new technology, and their reasons are worth exploring. There are, indeed, legitimate concerns about accuracy, security, and the potential impact on their professional responsibilities. What is interesting is that this hesitation doesn't seem to stem from technological incompetence. Instead, it appears rooted in the profession's careful, methodical approach to manage risks that serve clients well but can create unexpected challenges when introducing new tools.
The costs of poor implementation
We are beginning to understand that poor technology implementation carries hidden costs that extend far beyond the initial investment. When legal professionals experience what researchers call "technostress"—anxiety and pressure related to technology use—it ripples through organizations in ways we might not have anticipated. The effects seem to manifest in reduced productivity and higher turnover rates. Perhaps more significantly, when teams struggle with inadequately introduced technology, it often leads to longer completion times for client work, resulting in billing adjustments that directly impact revenue.
Successful firms figured it out
The firms that seem to be having the most success with technology adoption are approaching implementation differently—treating it less like a technical project and more like a people development initiative. In these organizations, senior partners and department heads aren't just approving budgets—they are actively participating in the learning process and creating environments where questions are welcomed rather than discouraged. Instead of feature-focused presentations, successful implementations seem to center on practical, hands-on experiences that connect directly to lawyers' daily work. The emphasis is on building confidence through real-world applications rather than overwhelming users with technical specifications.
Successful firms also use the power of identifying naturally curious early adopters who can serve as informal mentors for their colleagues. These "change champions" seem to bridge the gap between possibility and practical application in ways that formal training sometimes cannot.
The context question
One pattern that keeps emerging is the importance of contextual understanding. Rather than focusing on what technology can do, the most successful approaches seem to demonstrate how it fits into existing workflows. When people can see direct connections to their daily practice, resistance often transforms into curiosity.
Competitive advantage
Organizations taking this people-centered approach will gain some unexpected advantages. They are attracting talent—particularly younger lawyers who value both technological advancement and professional development. Client satisfaction rates seem higher, possibly because more efficient service delivery becomes a natural outcome of confident technology use. There is also an interesting relationship emerging between operational efficiency and business development. When technology enables rather than hinders daily work, it creates a foundation for stronger client relationships and new revenue opportunities.
Questions worth considering
As we observe these patterns, several questions come to mind:
- How can we better measure success beyond simple efficiency metrics?
- What role does psychological safety play in technology adoption across different practice areas?
- Could the key to ROI be found more in human development than in technical capabilities?
The most sophisticated technology platform only delivers value through the people who use it. Instead of losing value as a result of poor adoption, best firms will unlock potential that goes beyond their initial technology investments.
Looking forward with curiosity
As artificial intelligence and automation continue to evolve, human skills like relationship building, ethical judgment, and strategic thinking become more valuable than ever.
Successful firms are those approaching technology implementation with genuine curiosity about their people's needs, learning preferences, and professional goals. When legal professionals feel supported, well-trained, and confident with new tools, they might naturally become advocates for change rather than obstacles to it.
It is not about "What can this technology do?" question, but rather "How can we help our people succeed with it?" The answer to that second question might be where the real competitive advantage lies.