The quarterly publication of the International Legal Technology Association
Issue link: http://read.uberflip.com/i/21494
and informal learning in law firms. Today, we are already seeing signs and indicators of change. Within five to ten years, we believe that traditional classroom technology training as we know it will become extinct in law firms. New forms of learning will emerge and classroom study will look very different than it does today. It will, in fact, become a new generation of learning. The forces driving this learning evolution (or revolution) W are three-fold: the significantly changing landscapes of legal and non-legal technology, law firm business models, and legal technology users. The convergence of these three rapidly changing areas will create a new landscape for our industry niche of legal technology learning. Let’s explore these driving forces in more detail and then we’ll sketch some components we predict will construct the Next Generation Learning model. Driving Forces Behind Next Generation Learning Next Generation Technologies We believe that technology will drive innovation in learning models because new kinds of technical competencies will become important for legal staff and lawyers. In the next five years or so, we’ll see consolidation and commoditization of legal-specific software as more components move to the cloud and more law firms condense the number of third-party integrated applications they use. There will be less need for formal training on how to use customized desktop applications and more need for training on workflow, business processes and how to best leverage technology for the practice of law. We also expect emerging technologies and devices that are driven by “touch,” “gesture” and other physical interaction to require different types of learning than traditional keyboard use. In fact, part of this driving force is the proliferation of non-IT controlled “consumer” devices on the network. These consumer-oriented devices will start to become the primary devices for system access. How can standardized training offerings support non-standardized device usage? Furthermore, we believe that knowledge management systems and processes will be “king” in law firms. This will present opportunities for new forms of learning through innovative access points to information. Beyond technology driving the need for new skills, it also is driving Next Generation Learning by introducing new possibilities in how we build learning programs within organizations. Current and emerging technologies leveraged by universities and corporate training organizations include mobile learning, social and Web 2.0 learning, digital content (e-books) and even augmented reality and gaming. The Horizon Report of 2010, a collaborative project between The New Media Consortium and the Educause Learning Initiative, 52 www.iltanet.org Peer to Peer elcome to Next Generation Learning in law firms. Learning happens. It’s inevitable. What’s changing is how people learn and how professionals in the training industry need to reinvent and re-engineer formal examines these and other emerging learning technologies from the viewpoint of university education. Will law schools adopt these learning technologies and will new lawyers enter firms in five to ten years expecting continued development and learning to be offered in a similar fashion? Next Generation Law Firms There is no question that the law firm business model is in a state of rapid change and many predict that, by the year 2020, an entirely new “normal” will emerge where law firms are using project management practices and technology to control resource allocation and cost in matters with alternative fee arrangements. In fact, we wonder how long “alternative fee arrangements” will be a relevant term as the law firm model changes and fixed fees and other new ways of pricing legal work become the norm. Global thought leaders, such as Richard Susskind, predict that traditional roles in law firms will change and we’ll see more specialists and business roles than administrative roles. The automation and standardization of processes and workflows will be critical to maintaining profitability; these processes and workflows will require new technology and new skills. Will legal secretaries become more project- or team-focused rather than lawyer-focused? What kinds of new technology and workflow skills will they require? We already see educational offerings for lawyers on project management and knowledge management. Where do the new business specialist roles fit in? How do technology and workflows need to be adapted for and taught to those individuals who need specialized solutions for their areas of expertise? How can technology education and educators provide value and relevance in this new law firm model? Next Generation Users Finally, we believe the learners themselves will drive Next Generation Learning innovation. In “The 2020 Workplace,” a book by Jeanne C. Meister and Karie Willyerd, they predict we will see five generations in the workplace at the same time for the first time ever. By 2020, law firms will have technology users who reflect the behaviors, values, needs, expectations and demands of five very different generations: Traditionalists, Baby Boomers, Generation X, Millennials and Generation 2020. This diversity in work behaviors and technical abilities will create a greater need for tailored and consultative learning programs. Law firms are already challenged by the Millennials entering the picture with tech savvy, progressive ways that are contradictory to the status quo within law firms. Tom Gimbel writes in ALA’s “Managing Millennials” Legal Management issue, published in 2007, that 70 percent of law firm partners are Baby Boomers and law firms will lose almost three-quarters of their partnerships over the next several years, which means Millennials will quickly become a major demographic within law firms. We’ve heard this group referred to as the Net Generation, Gen Y, Digital Natives and more. They have grown