What does change management in the law look like, if we want to produce better lawyers, more nimble and flexible law schools, improve access to justice, expand the range and impact of legaltech, and more? This is innovation and creativity and disruption; there are models and encouragement for all of these things. 

Today, I pause for stability and constancy. The questions are not:  how and why do things change? Instead, the questions are:  how and why do things stay the same? Inertia and a status quo bias are not sufficient answers.  Just as it is important to get into the details of how change happens, it is important to get into the details of how stasis happens. And in the latter case as in the former, it is important to build some models and theories, so that we might eventually be better at pushing policy and strategy levers in one direction or another.

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I promised an example of those challenges: leadership education.

For the first time in my experience in the law, and perhaps for the first time in their institutional history, US law schools have started to invest resources in training law students and new law graduates in “leadership.” I put “leadership” in quotation marks because what “leadership development” and “leadership education” mean in law schools and the legal profession is as multi-faceted as it is important.

What are law schools doing in the leadership area, why are they doing it, and what do these efforts suggest about the futures of legal education, law, and the legal services industry?

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These conversations apply to law the “T-shaped” concept that has circulated in professional development circles for a bit longer, arguing that successful professionals increasingly need not only deep technical skills in the relevant discipline (the vertical bar) but also a solid suite of related general skills (the horizontal bar). What’s right, what’s wrong, what’s new, and what’s missing in these conversations?

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In many respects, the core of the current JD program remains tethered to the innovations of Christopher Columbus Langdell at Harvard in the 1870s:  law taught as an academic discipline, rather than as a professional craft; law taught by full-time faculty members, rather than primarily via part-time teaching offered by members of the bench and bar; admission to law school conditioned on completion of a full undergraduate degree. 

This week, I want to play Devil’s advocate, by emphasizing the many ways in which that core is starting to disintegrate – or, rather, dis-integrate – at the edges.  Whether or not the initiatives and innovations I list here add up to a frontal challenge to the three-year professional JD degree, taken together they suggest a number of ways in which the JD may be starting to lose its hegemonic status as required training in law and for a legal career. 

In later posts, I’ll explore each of the items below with a somewhat sharper lens, to see whether in part or in total they add up to anything more than a mish-mash of adaptations and evolution.  Are these warnings of the end of the hegemony of the JD (my suspicion), or modern variations on the usual to-and-fro associated with any long-standing educational service?

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With my change in focus, from time to time I’ll write here about what’s changing and what’s staying largely the same in legal education. My conversations with practicing lawyers and judges tell me that US law schools are still largely “black boxes” to the bar and bench. Even though hiring markets for new law graduates have changed in some dramatic ways over the last decade, those who hire our graduates seem largely to assume that what happens in legal education today still substantially resembles what was happening in legal education 10 years ago … 20 years ago … 30 years ago … even 40 years ago.

In some respects, that’s true! And in other respects, it’s not.

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