Full Description
While 72 percent of leaders believe decisions drive business results, only 20 percent trust their decision-making processes. This gap is particularly acute in partnership structures where traditional hierarchical decision-making models don't apply.
Decision Making in Law Firms addresses the disconnect between how law firms say they make decisions and how decisions actually happen. It builds a comprehensive framework covering individual psychology, partnership dynamics, consensus-building, strategic architecture, and operational timing.
Iryna Nikitina exposes the mythology surrounding law firm decision-making, revealing how informal alliances, market pressures, and individual incentives trump formal procedures. Decision Making in Law Firms provides law firm partners with practical tools for understanding and improving their decision-making processes, from individual cognitive patterns to partnership consensus to strategic transformation.
Contents
PART 1: THE ANATOMY OF DECISION-MAKING
Chapter 1: Common illusions in the decision-making process
Chapter 2: A true map of the decision-making journey
Chapter 3: External and internal forces influencing decisions
PART 2: WHY SMART PEOPLE MAKE STRANGE DECISIONS
Chapter 4: The psychology of how lawyers decide
Chapter 5: When synergy + conflict = firm's identity
PART 3: DECONSTRUCTING THE CONCEPT OF "CONSENSUS": HOW TO ACHIEVE GENUINE BUY-IN, AVOIDING FIRM PARALYSIS
Chapter 6: The mechanics of partner buy-in
Chapter 7: What true consensus actually means
PART 4: HOW LAW FIRMS CHOOSE THEIR STRATEGY
Chapter 8: The philosophy of partnership
Chapter 9: Organizational model - how the firm is built from within
PART 5: DECISION-MAKING TIMELINE
Chapter 10: Architectural decisions life cycle
Chapter 11: The real time of decisions
