One suggestion to combat this would be for ﬁrms to take a more behavioral view of how they manage people and look at the organization levers – the processes, structures and communication methods – they use to manage people. Behavior really determines performance, and ﬁrms need to view their lawyers’ behavior through a sort of “reverse triangle”: First, determine what performance they want, then examine their data to see what behaviors they are getting and ﬁnally, nudge that behavior toward their goals. But to accomplish this, you have to begin by looking at an organization holistically.
Women up, a transatlantic dialogue, Foundation for European Progressive Studies, 85-97.
The American Lawyer, 68-71 (July) Full Article
women?,The American Lawyer, 54-57, (December) Full Article
The Practice, January 2017 Full Article
Legal Executive Institute, white paper series, Thompson Reuters Full Article
The American Lawyer, 34-37 (February) Full Article
Professional Development Quarterly (May), 35- 43.
Women Lawyers Journal, 102:1, 16-21. Full Article
The American Lawyer, 30-31, (August)
Harvard Business Review (April) Full Article
The American Lawyer, (October) (with H. A. Simons) Full Article
Forum Magazine, Thompson Reuters (Fall 2017)
The American Lawyer, (February) (with H. A. Simons), 46-49. Full Article