Outcomes emerge from systems.
Changing the outcomes requires cultivating systemic change.
The people most invested in (and adapted to) the current system are also most likely to oppose and sabotage meaningful shifts. This happens consciously and unconsciously, in big ways and small.
Big organizations have big, institutionalized inertia.
In this context, organizational (and personal) resilience sustains business-as-usual -- 'bouncing back' and having the 'grit' to do the same thing over and over. In law, this happens at the individual level, the university level, the firm level, and the industry level.
To emphasize:
"Resilience" and "sustainability" often show up as RESISTING change.
Sometimes, this looks like trying REALLY hard and doing everything to change -- except the things that would actually make a difference. This isn't just about law firms -- you can see this anywhere change is required.
Perhaps you've heard of "Fake Productivity".
There's also "Fake Change Management."
It doesn't take a nefarious conspiracy (although organized obstruction does emerge, like with the energy transition). You can see the same dynamic on the personal level.
Good intentions; poor conviction.
I have a long list of habits and goals I've wanted to adopt but haven't -- despite "trying really hard" and "really wanting to."
I'm guessing you do too.
As for individuals, so too for organizations. We revert to the mean. And the more a system is entangled with our identity, perceived security or self-worth, the more vigorously we'll protect it against change.
The people who stay longest and rise highest are often most invested in the status quo. Having been produced by the system, they reproduce it. Having adapted to and internalized the status quo, they police its norms and defend its outcomes.
I'm sure there are loads of people who share Erin's dismay (though too few have shared her post).
But I'm equally confident there are a few folks rolling their eyes or (genuinely) frustrated that "it's not fair" or "we're trying our best" -- except, of course, not in a way that meaningfully & consistently shifts the outcomes.
Often, folks who would cultivate different system dynamics leave or are pushed out (of law school, law firms, and legal practice).
It's often easier to build something new.
But change IS inevitable.
Deferring or defending against it can build systemic, organizational, and personal brittleness over time.
The old culture is dying.
The old climate is dying.
The old economy is dying.
People, organizations, industries and institutions that are best adapted to the old ways -- and most resistant to change -- are likely to have a very tough time in the years ahead.
We are excited to welcome 12 new partners. These remarkable individuals and leaders at the firm serve clients from our offices across Canada in our key industry groups and practice areas.
Congratulations Steven Bodi, Denise Brunsdon, David Cassin, Nicholas Emter, Alexander Payne, Benjamin Reingold, Matt Riskin, michael selnes, Lucas Stevens-Hall, Adam Taylor, Jeff Taylor and Ian Thompson!
#NewPartner #LawLeaders
