Case Study of Error Reconciliation

Valuable lessons can be learned through the honest examination of legal project performance.

If we’re going to promise accountability to clients, we will need a mechanism to deliver it. This starts with reconciliation, as the first component of the Improvement Stage. That is, we have to reconcile what happened with what we promised. That will lead to the listening component, where we get the stakeholder’s perspective on how these outcomes came about, and this will culminate in the learning component. 

In total, we will cover all the components and mechanisms for a full improvement event, as I call them. That doesn’t mean such a thing is always appropriate or appreciated. This is like everything in the Lean Law Program, use what’s relevant and proportionate. It’s not like every project calls for every tool. If you’ve just completed a routine cookie-cutter assignment the last thing your client will want is you presenting a detailed look back from which nothing significant can be learned. I’m as much a fan of the SUMO (shut up, move on) adage as anyone. Other times what’s called for will be something in between. Not a do nothing, or a full improvement event, maybe an internal huddle culminating in a few neatly packaged learnings. But even so, I would urge you to do this and share the findings with the client.

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