Page 89 - The Handbook - Law Firm Networks 2018
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The Handbook: Law Firm Networks
They may include Twitter, instant messaging, and telephonic video conferencing, etc. The list of possibilities
will continue to increase. Networks must determine how they can be used.
Organic technology400 goes beyond synchronous and asynchronous technologies in terms of the substance of
the information. It is technology built upon a flexible structure that is adaptable to the circumstances
(scalable) and in which the technology itself is part of the end product. The term “organic” in relation to an
organization was used in the 1950s to describe an organization that is adaptable and generally operates
without extensive bureaucratic constraints. Until the advent of the Internet, it was not possible that an
organization could function without the constraints associated with a hierarchical organization.401 Organic
technology creates the environment in which an organization can operate with limited constraints.
Facebook402 and LinkedIn403 are examples of when the system itself becomes part of the outcome, which
then leads to further outcomes.
Organic technology builds new relationships from a base of existing relationships. In a network this may be
at both the member and professional levels. At the member level, these relationships may be either internal to
the network or external with other groups or associations.404 At the non-member level, they are organic
because these relationships reach out to others and bring them into the network’s galaxy of relationships. The
structures that are created are sui generis in the same way networks are created, i.e., the personal interests of
the members. The relationships are multi-dimensional.
When the organic technology is placed in an organized network it becomes a powerful vehicle for creating
and sustaining relationships.405 Internal relationships can be developed among members sharing a particular
expertise or interest. These professionals can be linked to others so that each person is treated as a unique
individual. This uniqueness motivates the individual to further reach out to others. If done correctly, it
produces the perfect storm of awareness and engagement.
Technology can address impediments to network development. Networks provide access to professionals and
resources, and technology makes them transparently and mutually available. Technology can also make
developing new relationships cost-effective and efficient. The challenge is to first build confidence in the
network.
400 A term created by Tom Burns and G. M. Stalker in the late 1950s, organic organizations, unlike mechanistic organizations (also coined by Burns
and Stalker) (T. BURNS & G. M. STALKER, THE MANAGEMENT OF INNOVATION (1961)), are flexible and value external knowledge. Also called
organismic organization, this form of organizational structure was widely sought and proposed, but never proved to really exist since it, adversely to
the mechanistic organization, has the least hierarchy and specialization of functions. For an organization to be organic, people in it should be equally
leveled, with no job descriptions or classifications, and communication to have a hub-network-like form. It is said to be the most adaptive form of
organization. An organic organization is a fluid and flexible network of multi-talented individuals who perform a variety of tasks. Organic
organization, WIKIPEDIA, en.wikipedia.org/wiki/Organic_organisation (last visited Feb. 6, 2016).
401 The virtual law firm connects lawyers electronically and culturally. Through the use of applied technology, such as extranets, integrated case
management software, computerized databases, electronic invoicing software, document imaging, cell phones, personal digital assistants, and trial
presentation software, team members in different geographical locations can perform legal work efficiently and cost-effectively in a shared
environment. But this technology still depends on the human element and on the willingness of committed participants to implement and use it
constructively in furtherance of an articulated vision and clear goals. In a virtual law firm, participants must share a common culture. DuPont Legal
Model, supra note 378.
402 FACEBOOK, www.facebook.com (last visited Feb. 6, 2016).
403 LINKEDIN, www.linkedin.com (last visited Feb. 6, 2016); see also supra Chapter 5, Governance of Networks and Operations.
404 “It can commingle distinct internal structures through lateral communication just as it can intermingle network and external structures through
tighter coupling.” Van Alstyne, supra note 9, citing J. Rockart & J. Short, The Networked Organization and the Management of Interdependence, in
THE CORPORATIONS OF THE 1990S 189-216 (M.S. Morton, Ed. 1991).
405 See supra Chapter 5, Governance of Networks and Operations; see also Van Alstyne, supra note 9, citing W. E. Baker, The Network Organization
in Theory and Practice, in NETWORKS AND ORGS. 397-429 (N. Nohria & R.G. Eccles, Eds. 1993): “The arrival of information technology has
affected network organizations, for example, in computing terms by rerouting communications, in economic terms by reducing information
asymmetry, and in sociological terms by changing roles and ranks of members. As an alternative to external control, IT can help integrate the network
organization.”
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They may include Twitter, instant messaging, and telephonic video conferencing, etc. The list of possibilities
will continue to increase. Networks must determine how they can be used.
Organic technology400 goes beyond synchronous and asynchronous technologies in terms of the substance of
the information. It is technology built upon a flexible structure that is adaptable to the circumstances
(scalable) and in which the technology itself is part of the end product. The term “organic” in relation to an
organization was used in the 1950s to describe an organization that is adaptable and generally operates
without extensive bureaucratic constraints. Until the advent of the Internet, it was not possible that an
organization could function without the constraints associated with a hierarchical organization.401 Organic
technology creates the environment in which an organization can operate with limited constraints.
Facebook402 and LinkedIn403 are examples of when the system itself becomes part of the outcome, which
then leads to further outcomes.
Organic technology builds new relationships from a base of existing relationships. In a network this may be
at both the member and professional levels. At the member level, these relationships may be either internal to
the network or external with other groups or associations.404 At the non-member level, they are organic
because these relationships reach out to others and bring them into the network’s galaxy of relationships. The
structures that are created are sui generis in the same way networks are created, i.e., the personal interests of
the members. The relationships are multi-dimensional.
When the organic technology is placed in an organized network it becomes a powerful vehicle for creating
and sustaining relationships.405 Internal relationships can be developed among members sharing a particular
expertise or interest. These professionals can be linked to others so that each person is treated as a unique
individual. This uniqueness motivates the individual to further reach out to others. If done correctly, it
produces the perfect storm of awareness and engagement.
Technology can address impediments to network development. Networks provide access to professionals and
resources, and technology makes them transparently and mutually available. Technology can also make
developing new relationships cost-effective and efficient. The challenge is to first build confidence in the
network.
400 A term created by Tom Burns and G. M. Stalker in the late 1950s, organic organizations, unlike mechanistic organizations (also coined by Burns
and Stalker) (T. BURNS & G. M. STALKER, THE MANAGEMENT OF INNOVATION (1961)), are flexible and value external knowledge. Also called
organismic organization, this form of organizational structure was widely sought and proposed, but never proved to really exist since it, adversely to
the mechanistic organization, has the least hierarchy and specialization of functions. For an organization to be organic, people in it should be equally
leveled, with no job descriptions or classifications, and communication to have a hub-network-like form. It is said to be the most adaptive form of
organization. An organic organization is a fluid and flexible network of multi-talented individuals who perform a variety of tasks. Organic
organization, WIKIPEDIA, en.wikipedia.org/wiki/Organic_organisation (last visited Feb. 6, 2016).
401 The virtual law firm connects lawyers electronically and culturally. Through the use of applied technology, such as extranets, integrated case
management software, computerized databases, electronic invoicing software, document imaging, cell phones, personal digital assistants, and trial
presentation software, team members in different geographical locations can perform legal work efficiently and cost-effectively in a shared
environment. But this technology still depends on the human element and on the willingness of committed participants to implement and use it
constructively in furtherance of an articulated vision and clear goals. In a virtual law firm, participants must share a common culture. DuPont Legal
Model, supra note 378.
402 FACEBOOK, www.facebook.com (last visited Feb. 6, 2016).
403 LINKEDIN, www.linkedin.com (last visited Feb. 6, 2016); see also supra Chapter 5, Governance of Networks and Operations.
404 “It can commingle distinct internal structures through lateral communication just as it can intermingle network and external structures through
tighter coupling.” Van Alstyne, supra note 9, citing J. Rockart & J. Short, The Networked Organization and the Management of Interdependence, in
THE CORPORATIONS OF THE 1990S 189-216 (M.S. Morton, Ed. 1991).
405 See supra Chapter 5, Governance of Networks and Operations; see also Van Alstyne, supra note 9, citing W. E. Baker, The Network Organization
in Theory and Practice, in NETWORKS AND ORGS. 397-429 (N. Nohria & R.G. Eccles, Eds. 1993): “The arrival of information technology has
affected network organizations, for example, in computing terms by rerouting communications, in economic terms by reducing information
asymmetry, and in sociological terms by changing roles and ranks of members. As an alternative to external control, IT can help integrate the network
organization.”
- 76 -
