Know-how in the Legal Profession examines the enormous challenges facing the legal profession and discusses the issues raised by those pioneering firms that have taken the lead in introducing knowledge-management practices...

▪ The integration of KM into the business;
▪ Knowledge as a resource;
▪ Integrating internal and external knowledge resources;
▪ KM on a local and global level.

This 100 page report looks specifically at how effective knowledge management can not only help you address these key issues but how in doing so you can achieve increased profitability and better provision of services. Other key areas of focus include:

KM technologies
What’s hot and what’s not in knowledge management IT. It will examine new technology areas , as KM systems move out of the doldrums of recent years and once again attract the interest of firms.

Measuring KM success
Measuring the success of KM is notoriously difficult because a firm’s intellectual capital is largely intangible. This report shows you the steps to implementing sensible metrics that can demonstrate the worth of your KM activities.

KM and risk management
A KM strategy must align with a firm’s risk-management strategy. With increasing legislative and regulatory interventions on law-firm practice, KM is essential in ensuring that the right processes are followed and that lawyers can advise clients with confidence and think creatively in terms of solutions. Linking these two areas will also demonstrate the extent to which KM needs to be integrated into the other management functions of firms.

Know How for the Legal Profession will also feature a selection of case studies, masterclasses and opinion from leading law firms, including Allen & Overy, Holland van Gijzen and Berwin Leighton Paisner…

Knowledge is multi-faceted and does not just divide into categories of explicit and tacit knowledge. Both legal, technical knowledge and managerial and organisational knowledge is required to deliver all types of legal service and to successfully run a legal practice.  This report breaks knowledge down into distinct categories in order to help you approach them in a contructive and effective manner. The knowledge “types” are broken down into the following categories:

• Know what – knowledge of facts, data, information, formal procedures, etc. This will arise in a lawyer’s formal legal training, from reading textbooks, ongoing professional development training, etc. Much of it may be captured and available in documents.

• Know how – this is a much more intangible form of knowledge which relates to the skill of converting the “know what” into action and carrying out particular activities with it, e.g., drafting skills, negotiating skills.  It may be observable in working practices (and indeed explicit knowledge can be created from it), but in the individual it develops through practice and experience in the area concerned. 

• Know when – knowing when to act or not to act for maximum beneficial results is also an intangible form of knowledge, which arises through an understanding and experience of the environment in which one is operating. 

• Know who – since it is impossible for an individual to know everything there is to know, very often getting something done effectively relies on using the knowledge of others who have the requisite expertise. In our complex legal environment, where lawyers specialise in narrow areas of practice, knowing who, can be equally important as knowing what and knowing how in order to get the job done. Enhancing this form of knowledge lies in building relationships and networks between people with different knowledge and skills. 

• Know why – if knowledge is a precursor to action then people are not motivated to act unless they know why it is important to do so.  ‘Know why’ is essential for motivating individuals to carry out desired activities.

Historically, many firms have great experience in and are adept at managing explicit knowledge through established KM systems.  Many of these firms are now considering how they manage the tacit knowledge flowing in the firm as well and, where possible, how they embed it into their KM systems and working practices, so that it is not lost when individuals possessing it leave the firm. 

The report will analyse how KM fits into the mainstream of your firm and how it ties into other areas of the firm. It will look at why culture is so important for successful knowledge management, and why it can be dangerous to rely on KM technology or place too much emphasis on the theoretical aspects of KM. It will also look at the practicalities of linking your firm’s culture to successful KM initiatives.

To purchase your copy online simply add to your shopping cart below. Alternatively you can purchase the entire series for just £995. Simply call us now on +44 (0)20 8785 5900 to order over the phone.