Susan Bryant, “Collaboration in Law Practice: A Satisfying and Productive Process for a Diverse Profession”

This article examines collaboration among lawyers and argues that lawyers need a new set of skills and perspectives to collaborate more effectively. Collaboration is a process that involves shared decision-making by fellow collaborators, which allows for the development of ideas, leading to collective knowledge. Participatory decision-making models, like collaboration, increase worker satisfaction by relieving the strain caused by hierarchical structures and decreasing the competitiveness inherent in the law. Studies from industries and professions outside of the law show that such participation results in satisfaction, motivation, and decision acceptance among workers. Other studies have shown that increased participation in decision-making can reduce stress because workers have (and feel) more in control of their work and are more likely to have social support in the work environment. Through collaboration, a structural intervention, lawyer stress has the potential to be eliminated or minimized.

Furthermore, studies have shown that collaboration can result in enhanced productivity, creativity, accuracy, and problem-solving. This is because those who are closest to the facts and the problems are involved in the decision-making, people with a variety of perspectives have made the decisions, and the people implementing the decisions have participated in making them.

Note that this idea will have some overlap in the “community of practice” pieces elsewhere in this bibliography. The concept of collaboration and teamwork will also become more relevant as the Federation amends the National Requirement.

Susan Bryant, “Collaboration in Law Practice: A Satisfying and Productive Process for a Diverse Profession” (1993) 17:2 Vt L Rev 459.