For those in legal commentary who can break away from the illusion of "being completely organized" or of "doing a definitive search" there is so much unprecedented opportunity.
Take public nuisance. Without trying or pretending to be the number-one authority on the subject, we can publish, deliver keynote speeches, whatever on the issue. And, people will pay attention. I know. From this layperson's blog I have developed a brandname, new business and the right to charge higher rates. But not everyone can do this. It's only accessible to those of us who can get comfortable in an intellectual world of digital disorder.
For example, we Digital Disorders feel totally okay about putting out there a 50-page e-book on implications of public nuisance. How many can or will be able to do that? Not many. That's because their training doesn't allow them the option of functioning without the old ways [old certainties] of searching for, collecting, and interpreting information and opinions. They are still laboring over ponderous white papers and struggling to get their opinions accepted by peer-reviewed law journals.
The best synopsis of what is happening, why, and the commercial implications is provided by David Weinberger, author of "The Cluetrain Manifesto." Weinberger is a fellow at Harvard Law School's Berkman Center for the Internet & Society. In his new book is "Everything Is Miscellaneous: The Power of the New Digital Disorder," Weinberger explains how we used to do knowledge work back in the days of atoms and how we are forced to do it in a digital era.
Back in atom time, we anticipated that knowledge would be neatly organized into systems such as that of the Library of Congress. Even the rituals of everyday life such as eating would take on certain organization patterns, such as what glass to use, when to eat, on what to eat.
In a digital world of infinite knowledge, anyone who would attempt to create a definitive organizing principle would be a character in a science horror movie.
The consequences? Weinberger contends that there will be no more anointed experts. There can't be. Instead, the go-tos will be those like us lead-paint watchers who have been inventing how to find the information and perspectives we want and how we put all that together. My hunch is that those formal permanent think tanks will vanish and informal just-in-time groups of curious open-minded people will fill that role.
There's more. Weinberger makes two more observations.
He views information as creating maximum value when it is freed from the traditional ordering categories. Rather, its utility is far greater if it is just out there, in a digital pile, that we can pick through. I call this is: Digital dumpster diving.
In addition, Weinberger advises the private sector to free up its information vs. guarding it as an asset. In that way, through what I label as digital dumpster diving, it's gathered and played with by everyone. Unique customer insights can and probably will result. That's already occurring through the open sharing of our blogs. In fact, I am convinced that blogs are the ultimate intelligence tool - both for customer insights and competitive information.
Here back in the land of law: It's not difficult to envision a radical change in how attorneys argue their cases, both on paper and on-their-feet, what kinds of instructions are given to juries, how attorneys establish brandnames through publishing, and how law firms position and package themselves.
We see glimmers of this. For example, law firms are experimenting with their organizational cultures. Some of the heaviest traffic on this blog is on posts dealing with how some firms such as Halleland Lewis Nilan & Johnson have already introduced fresh business models.
But the tipping point could come when clients revolt. They could push back on every aspect of their relationships with their outside law firms, ranging from how the case is approached to how it is billed. In the December 27th LEGAL TIMES, Attila Berry notes that simply the issue of compensation, in this era of $180,000 associate starting salaries, is enough to trigger a revolution put in play by clients. They may, reports Berry, "start exploring other, less costly options." Will work be pulled in-house and/or will a new type of legal resource replace BigLaw?