Barry Camson is an organization development consultant and trainer who works with organizations to help them be more collaborative and effective. He is a former practicing attorney in Boston. He can be reached at email@example.com.
In our first two posts, we discussed some of the pitfalls that befall law firms today, as well as how the ILN network of law firms is managing its members to avoid these same pitfalls. Today, we will look at the ILN’s “secret sauce” and identify how this can be translated to firms, themselves.
Theory of Change
Underlying all of this is the “Theory of Change” of the ILN vis a vis that of the law firms that Maister spoke about. The ILN makes the assumption that trust and relationships will make the network and its members successful in meeting the needs of its members’ clients. The ILN bases its actions on these assumptions. The law firms of 2006 that Maister spoke about believed that skepticism and detachment would make lawyers successful in the courtroom, boardroom and in performing the business of the law firm.