Lawyers are exceptionally gifted in finding ways to resist using tools to become more efficient. This is really a two-part problem: (1) habits are hard to break; and (2) the hourly fee model does not provide the appropriate incentives to change and automate work flow. Both will eventually get resolved—the former one retirement at a time and the latter as less competitive firms simply fail.
Efficiency advocates often hear one persistent argument against automation—increased efficiency results in reduced billable hours which means lower revenues. This linear thinking is misguided as evidenced by lessons from the aviation industry.
