Findability is a keystone of knowledge management and is a keystone of law firm knowledge management 2.0. The goal is get information out of inaccessible locations and into accessible locations and putting it into context.
If the information is in an accessible then it should be search-able. Is the reverse true? If I search for it, can I find it?
One goal of law firm knowledge management 2.0 is to reduce the number of places people need to search to find the information they need. Email has one search, the document management system has another search, the expertise system has another, the intranet has its own search, the CRM system has its own siloed search and the KM system stands by itself.
We need to unite the searches to make it easier to find stuff. Otherwise the first step of the search is searching for the right place to search.
Enterprise search will be a key tool in law firm knowledge management system. The search should unite the content in the various systems. So if I search, I find it.
Thursday, January 31, 2008
Email and Law Firm Knowledge Management 2.0
Email is not going away. We need to find a way to better integrate email into law firm knowledge management 2.0. The issue is what to do with email. We get lots of it. It lies unshared in our inbox.
One of my goals of law firm knowledge management 2.0 is to reduce the amount of internal email traffic. Another is get that email into a shared and searchable repository.
Are there technology fixes and ways to match the process? One example is that I can publish a post to this blog through email.
The real step is to get lawyers to recognize that there are ways to communicate other than email. Ten years ago, many lawyers thought email was just a passing technology fad. It took a long time to get to this place where email is ubiquitous. It will take a long time to adopt other methods.
The first step is acknowledging the problem.
One of my goals of law firm knowledge management 2.0 is to reduce the amount of internal email traffic. Another is get that email into a shared and searchable repository.
Are there technology fixes and ways to match the process? One example is that I can publish a post to this blog through email.
The real step is to get lawyers to recognize that there are ways to communicate other than email. Ten years ago, many lawyers thought email was just a passing technology fad. It took a long time to get to this place where email is ubiquitous. It will take a long time to adopt other methods.
The first step is acknowledging the problem.
Document Management Systems and Law Firm Knowledge Management 2.0
For a law firm, the document management system is their factory assembly line. Lawyers draft documents. We start with a form, precedent or blank sheet of paper. We add text, add more text, revise, and further revise the content. We use multiple versions to show to others and incorporate their comments. We share the documents with our secretaries to help us with the edits. The document management system is key to dealing with this production.
As a result the document management system is our of our biggest repositories of findable information. The deficiency with the document management system has always been an inadequate search tool in the document management system. Without a good search, the documents become less findable and less useful for future work. Since the vast majority of documents produced by the firm end up in the document management system, useful documents lie side-by-side with useless documents. Our form securities purchase agreement sits in there next to fax cover sheets.
One challenge with law firm knowledge management 2.0 will be identifying those items in the document management system that can be better handled in a wiki or a blog instead of a document.
Another challenge (or opportunity) will be using blogs and wikis to identify and highlight the better content in the document management system. Law firm knowledge management 2.0 can and should be used to better identify why someone should use one
As a result the document management system is our of our biggest repositories of findable information. The deficiency with the document management system has always been an inadequate search tool in the document management system. Without a good search, the documents become less findable and less useful for future work. Since the vast majority of documents produced by the firm end up in the document management system, useful documents lie side-by-side with useless documents. Our form securities purchase agreement sits in there next to fax cover sheets.
One challenge with law firm knowledge management 2.0 will be identifying those items in the document management system that can be better handled in a wiki or a blog instead of a document.
Another challenge (or opportunity) will be using blogs and wikis to identify and highlight the better content in the document management system. Law firm knowledge management 2.0 can and should be used to better identify why someone should use one
Blogs and Law Firm Knowledge Management 2.0
Blogs, along with wikis and RSS feeds form the big three new technologies from web 2.0 and enterprise 2.0 that will impact law firm knowledge management 2.0.
A blog (like this one) is just a webpage that allows you to easily publish new information, doing so in a chronological manner, with notifications of new information being added.
A blog can give a lawyer or other employees the ability to quickly capture knowledge and publish it. As a result it is available for others to find. Since the blog post is html, even a simple search engine should be able to index it and produce good results.
Blogs may be a natural migration for lawyers. Lawyers (like me) are used to writing letters and sending them out. Essentially, that is the same process as a blog.
Personally, I find this blog to be great personal knowledge management tool. I write for me. These are thoughts I want to capture for my own later use. You reading it and finding this content is just a by product. I publish a new blog post when I feel like it and categorize it in the way that makes sense to me.
I think the big use for a blog inside a law firm will be the administrators trying to make the law firm community aware of new information, policies and happenings. I have already threatened many of my firm's practice area managers with blogs. They seem to be willing guinea pigs for blogging. (Six more weeks until our enterprise 2.0 platform is released.)
The other feature of a blog that makes it a more powerful communication device is the ability of others to participate in the blog by allowing comments. The post and comment become captured elements of the collaboration and communication.
A blog (like this one) is just a webpage that allows you to easily publish new information, doing so in a chronological manner, with notifications of new information being added.
A blog can give a lawyer or other employees the ability to quickly capture knowledge and publish it. As a result it is available for others to find. Since the blog post is html, even a simple search engine should be able to index it and produce good results.
Blogs may be a natural migration for lawyers. Lawyers (like me) are used to writing letters and sending them out. Essentially, that is the same process as a blog.
Personally, I find this blog to be great personal knowledge management tool. I write for me. These are thoughts I want to capture for my own later use. You reading it and finding this content is just a by product. I publish a new blog post when I feel like it and categorize it in the way that makes sense to me.
I think the big use for a blog inside a law firm will be the administrators trying to make the law firm community aware of new information, policies and happenings. I have already threatened many of my firm's practice area managers with blogs. They seem to be willing guinea pigs for blogging. (Six more weeks until our enterprise 2.0 platform is released.)
The other feature of a blog that makes it a more powerful communication device is the ability of others to participate in the blog by allowing comments. The post and comment become captured elements of the collaboration and communication.
Wednesday, January 30, 2008
RSS and Law Firm Knowledge Management 2.0
Right behind wikis in the toolbox for law firm knowledge management 2.0 is the use of RSS feeds. Without RSS, a wiki is a much less powerful tool.
RSS is simply a notification of a change or new content on website. The notification can be sent by email. Even better is through feedreader. Google Reader, Bloglines, Attensa, and Newsgator are examples. (Most of you reading this are getting it through a feedreader. There are few getting it by email and some keep coming back to the page to read the content.)
RSS disaggregates the content from its source. You do not need to go back to the website to find the change or discover the new content. The content is pushed to the subscribers of the RSS feed for the website. Wikis publish the changes to a wiki page or the addition of another wiki page to the subscribers of the wiki. Blogs push out new blog post with RSS.
The power of RSS is to showing the flow of information rather than just seeing static content. RSS turns a webpage from a repository of information into a broadcaster of information.
RSS is simply a notification of a change or new content on website. The notification can be sent by email. Even better is through feedreader. Google Reader, Bloglines, Attensa, and Newsgator are examples. (Most of you reading this are getting it through a feedreader. There are few getting it by email and some keep coming back to the page to read the content.)
RSS disaggregates the content from its source. You do not need to go back to the website to find the change or discover the new content. The content is pushed to the subscribers of the RSS feed for the website. Wikis publish the changes to a wiki page or the addition of another wiki page to the subscribers of the wiki. Blogs push out new blog post with RSS.
The power of RSS is to showing the flow of information rather than just seeing static content. RSS turns a webpage from a repository of information into a broadcaster of information.
Tuesday, January 29, 2008
Wikis and Law Firm Knowledge Management 2.0
Wikis will be one of the most important pieces of law firm knowledge management 2.0.
An intranet or portal has usually been one of the centerpieces of a knowledge management at law firms. The problem with the intranet was the content was not well indexed and therefore not easily searchable. Also, the content was hard to edit. Generally someone in IT would be tasked with updating content. Either the security model was too rigid or the editing process was too complex. As a result content was not in the hands of the front line attorneys. The security model of the intranet imposes a barrier to the keeping content up to date and complete. Wikis can remove these barriers.
A wiki is just an easy to edit webpage, with a version history and a notification of changes. Wikis are meant to be simple to use and easy to teach. If an attorney wants to edit the content, they hit the edit button, they make the changes and hit save. A new version of that wiki page is made and the wiki sends out an alert to the subscribers of the page.
Wikis are simple enough to use that they require little training and little tech-savviness. It is not much different than making comments to a document by editing the document itself. You can generate a blackline of the changes by comparing the previous versions of the wiki page. You can see who made the changes to the wiki page by looking at the history of the wiki page.
Since the content of the wiki page is basic html, even a simple search engine should be able to easily index and return the content in it results.
The technology barrier is all but removed when using a wiki to capture content.
The challenge is getting the attorneys to use a wiki instead of (or in addition to) email. We are trained to draft letters, send letters and send responses to letters. With a wiki the process is compressed into editing and adding content to the wiki. It requires the attorneys to synthesize content into existing wiki pages.
The advantage of using a wiki is that synthesis. Content should get edited and added upon, with that stream of edits being pushed out to the subscribers.
At its simplest, the wiki can act as a simple content manager. At its best, the wiki will engage the subscribers in the conversation happening in the wiki. Either way, content is being generated in a form that it is easily searchable and retrievable.
An intranet or portal has usually been one of the centerpieces of a knowledge management at law firms. The problem with the intranet was the content was not well indexed and therefore not easily searchable. Also, the content was hard to edit. Generally someone in IT would be tasked with updating content. Either the security model was too rigid or the editing process was too complex. As a result content was not in the hands of the front line attorneys. The security model of the intranet imposes a barrier to the keeping content up to date and complete. Wikis can remove these barriers.
A wiki is just an easy to edit webpage, with a version history and a notification of changes. Wikis are meant to be simple to use and easy to teach. If an attorney wants to edit the content, they hit the edit button, they make the changes and hit save. A new version of that wiki page is made and the wiki sends out an alert to the subscribers of the page.
Wikis are simple enough to use that they require little training and little tech-savviness. It is not much different than making comments to a document by editing the document itself. You can generate a blackline of the changes by comparing the previous versions of the wiki page. You can see who made the changes to the wiki page by looking at the history of the wiki page.
Since the content of the wiki page is basic html, even a simple search engine should be able to easily index and return the content in it results.
The technology barrier is all but removed when using a wiki to capture content.
The challenge is getting the attorneys to use a wiki instead of (or in addition to) email. We are trained to draft letters, send letters and send responses to letters. With a wiki the process is compressed into editing and adding content to the wiki. It requires the attorneys to synthesize content into existing wiki pages.
The advantage of using a wiki is that synthesis. Content should get edited and added upon, with that stream of edits being pushed out to the subscribers.
At its simplest, the wiki can act as a simple content manager. At its best, the wiki will engage the subscribers in the conversation happening in the wiki. Either way, content is being generated in a form that it is easily searchable and retrievable.
Monday, January 28, 2008
Law Firm Knowledge Management 2.0
Back in June, I had the good fortune of going to the Enterprise 2.0 Conference. (Thanks to Luis Suarez.) Those of you have been reading this blog know that I have been talking about and experimenting with blogs, wikis, tagging, social media sites, enterprise search and other enterprise 2.0 tools.
One of the questions that I had coming out of the Enterprise 2.0 Conference was the relationship between knowledge management and enterprise 2.0. Which was correct: (a) enterprise 2.0 is a subset of knowledge management (b) knowledge management is a subset of enterprise 2.0 (c) knowledge management is the same thing as enterprise 2.0 (d) knowledge management has nothing to do with enterprise 2.0?
I have come to the conclusion that enterprise 2.0 and knowledge management are two disciplines that need to join together.
Several of the sessions were run by Jessica Lipnack. Her focus was on the need to focus on the people and process side of the problem and not on the technology. Enterprise 2.0 was 90% people and 10% technology. That is a common theme in knowledge management.
Early knowledge management was about developing a "knowledge management system." One big database to hold the knowledge of the company. It was a top down approach, trying to force people into the process and the technology. The theme was to contribute to the common good. But the "knowledge management system" did not really give the individual user much in return. It lacked personal knowledge management. People have a hard enough time managing their own stream of information and knowledge. The "knowledge management system" was outside the typical workflow. You had to implement a different process and a roundabout way of collecting the information. Information that was already collected some other way. The "knowledge management system" would rarely give the individual a way to organize information in a way that makes sense to them.
Incorporating enterprise 2.0 technologies into the knowledge management toolbox, gives people easy to use - easy to learn tools. It allows them to capture and organize their information is a way that works for them. The focus of knowledge management should be on the individual, by giving them tools for personal use, the content of which can leveraged by the rest of the enterprise. Knowledge management is trying to get people who do similar things communicating with each other and collaborating. Then capture that collaboration for their own re-use and re-use across the enterprise. That sounds like what the enterprise 2.0 movement is about.
One aspect of enterprise 2.0 at a law firm is that there is less of a hierarchy at a law firm. It is more of a caste system. The newer, younger attorneys are at the bottom and the senior partners are at the top. The bottom of the caste produces lots of the substantive knowledge. It is those junior lawyers that are doing the research and analysis that gets consumed by the higher levels of the caste. The lawyers move across cases and work for different players in the senior levels of the caste. (My family asks if I have good boss. I have dozens of bosses.)
Law firm knowledge management 2.0 is about incorporating Web 2.0 / Enterprise 2.0 technologies and processes into the law firm knowledge management toolkit. I am going to have few follow-up posts on the use of the technologies as part of a law firm knowledge management strategy.
One of the questions that I had coming out of the Enterprise 2.0 Conference was the relationship between knowledge management and enterprise 2.0. Which was correct: (a) enterprise 2.0 is a subset of knowledge management (b) knowledge management is a subset of enterprise 2.0 (c) knowledge management is the same thing as enterprise 2.0 (d) knowledge management has nothing to do with enterprise 2.0?
I have come to the conclusion that enterprise 2.0 and knowledge management are two disciplines that need to join together.
Several of the sessions were run by Jessica Lipnack. Her focus was on the need to focus on the people and process side of the problem and not on the technology. Enterprise 2.0 was 90% people and 10% technology. That is a common theme in knowledge management.
Early knowledge management was about developing a "knowledge management system." One big database to hold the knowledge of the company. It was a top down approach, trying to force people into the process and the technology. The theme was to contribute to the common good. But the "knowledge management system" did not really give the individual user much in return. It lacked personal knowledge management. People have a hard enough time managing their own stream of information and knowledge. The "knowledge management system" was outside the typical workflow. You had to implement a different process and a roundabout way of collecting the information. Information that was already collected some other way. The "knowledge management system" would rarely give the individual a way to organize information in a way that makes sense to them.
Incorporating enterprise 2.0 technologies into the knowledge management toolbox, gives people easy to use - easy to learn tools. It allows them to capture and organize their information is a way that works for them. The focus of knowledge management should be on the individual, by giving them tools for personal use, the content of which can leveraged by the rest of the enterprise. Knowledge management is trying to get people who do similar things communicating with each other and collaborating. Then capture that collaboration for their own re-use and re-use across the enterprise. That sounds like what the enterprise 2.0 movement is about.
One aspect of enterprise 2.0 at a law firm is that there is less of a hierarchy at a law firm. It is more of a caste system. The newer, younger attorneys are at the bottom and the senior partners are at the top. The bottom of the caste produces lots of the substantive knowledge. It is those junior lawyers that are doing the research and analysis that gets consumed by the higher levels of the caste. The lawyers move across cases and work for different players in the senior levels of the caste. (My family asks if I have good boss. I have dozens of bosses.)
Law firm knowledge management 2.0 is about incorporating Web 2.0 / Enterprise 2.0 technologies and processes into the law firm knowledge management toolkit. I am going to have few follow-up posts on the use of the technologies as part of a law firm knowledge management strategy.
Wednesday, January 23, 2008
Tyco and Eversheds - A Win for legal Technology and Law Firm Business Process
As reported in The Lawyer . com, the Eversheds has grabbed a big chunk of legal work from Tyco. It sounds like the key to getting the work was putting an electronic approval process in place. Using their Global Account Management System (GAMS), which requires the lawyer at Eversheds to fill out a quick form in GAMS before starting a new project for Tyco. Then, the general counsel signs-off on the work before the lawyer starts work.
It looks like integrating the law firm's technology and integrating the law firm's business process with the client's technology and business process can get work for law firms. Sounds like a great case for law firm knowledge management.
It looks like integrating the law firm's technology and integrating the law firm's business process with the client's technology and business process can get work for law firms. Sounds like a great case for law firm knowledge management.
Tuesday, January 22, 2008
Knowledge Management Bookshelf
I put together this list of reading materials for knowledge management. Obviously, there are few books that are focused on law firm knowledge management.
Cluetrain Manifesto. Christopher Locke, Rick Levine, Doc Searls, David Weinberger
The Complete Idiot's Guide to Knowledge Management. Melissie Clemmons
Communities of Practice: Learning, Meaning, and Identity. Etienne Wenger
Effective Knowledge Management for Law Firms. Matthew Parsons
Everything is Miscellaneous. David Weinberger
Harvard Business Review on Knowledge Management. Peter Ferdinand Drucker, David Garvin, Dorothy Leonard, Susan Straus, John Seely Brown
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice. Carla O’dell, C. Jackson Grayson
Intellectual Capital: The New Wealth of Organizations. Thomas A. Stewart
The Knowledge-Creating Company. Ikujiro Nonaka in the Harvard Business Review (1991)
Knowledge Leadership: The Art and Science of the Knowledge-based Organization. Steven Cavaleri and Sharon Seivert
Knowledge Management and the Smarter Lawyer. Gretta Rusanow, Esq.
Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations. Chris Collison, Geoff Parcell
The Long Tail. Chris Anderson
We Are Smarter Than Me: How to Unleash the Power of Crowds in Your Business. Barry Libert
Wikipatterns: Stewart Mader
Working Knowledge: How Organizations Manage What They Know. Thomas Davenport and Laurence Prusak
Let me know what else you think should be on this list.
Cluetrain Manifesto. Christopher Locke, Rick Levine, Doc Searls, David Weinberger
The Complete Idiot's Guide to Knowledge Management. Melissie Clemmons
Communities of Practice: Learning, Meaning, and Identity. Etienne Wenger
Effective Knowledge Management for Law Firms. Matthew Parsons
Everything is Miscellaneous. David Weinberger
Harvard Business Review on Knowledge Management. Peter Ferdinand Drucker, David Garvin, Dorothy Leonard, Susan Straus, John Seely Brown
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice. Carla O’dell, C. Jackson Grayson
Intellectual Capital: The New Wealth of Organizations. Thomas A. Stewart
The Knowledge-Creating Company. Ikujiro Nonaka in the Harvard Business Review (1991)
Knowledge Leadership: The Art and Science of the Knowledge-based Organization. Steven Cavaleri and Sharon Seivert
Knowledge Management and the Smarter Lawyer. Gretta Rusanow, Esq.
Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations. Chris Collison, Geoff Parcell
The Long Tail. Chris Anderson
We Are Smarter Than Me: How to Unleash the Power of Crowds in Your Business. Barry Libert
Wikipatterns: Stewart Mader
Working Knowledge: How Organizations Manage What They Know. Thomas Davenport and Laurence Prusak
Let me know what else you think should be on this list.
Wednesday, January 16, 2008
Training Program with a University Designation
We are revamping some aspects of the real estate group's training program. We are using the concept of a college catalog, with numbered designations for each course and summary of what the course is about. We also wanted to give it a brand element. We were thinking of something like: Goodwin Procter Real Estate University.
Unfortunately, we came across Massachusetts General Law, Chapter 266, Section 89:
So, you cannot use a "college" or "university" designation in Massachusetts unless you are actually a college or university. I guess that leaves: Goodwin Procter Real Estate Academy.
Unfortunately, we came across Massachusetts General Law, Chapter 266, Section 89:
"Any individual, school, association, corporation or institution of learning, not having lawful authority to confer degrees, using the designation of “university” or “college” shall be punished by a fine of one thousand dollars."
So, you cannot use a "college" or "university" designation in Massachusetts unless you are actually a college or university. I guess that leaves: Goodwin Procter Real Estate Academy.
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