Change is the only constant in life, said the philosopher Heraclitus in the sixth century BCE, and that couldn't be more true in 21st century law departments. But are there guidelines for helping departments navigate the upheaval wrought by restructuring, mergers, spinoffs, budget cuts, management shake-ups, technological innovations and the like? 

In a recent informal survey of participants at the midyear ACCXChange meeting in Minneapolis, 76% of respondents reported that their law departments either "reluctantly endure" change or "absolutely abhor" it at 7%. Only 2%—a single respondent—claimed that their department enthusiastically embraced change. Yet 79% of respondents reported that their law departments implemented "significant change" either "sometimes" or "often."

Kevin Clem, chief commercial officer at HBR Consulting, a Chicago-based company that advises corporations, law firms and law departments, has some answers. Clem provided five tips on how departments can help drive necessary organizational changes and keep operations on track. Here are some of his pointers, summarized for length and clarity:

1. Establish the need for change in the department. "The first step is describing what is the macro driver of the decision, why this and why now? The natural reaction is for people to ask, how is this going to affect me individually?" Be prepared with answers, Clem says. "Rarely do attorneys perceive that change efforts in the department as a whole are well run or effective." 

2. Find the right leader or team to drive the change forward across the department. "Get the tone at the top right," Clem said. Identify the appropriate leaders who will work together to drive the initiative forward from start to finish, establishing the message and the timeline, such as a merger closing in six months. "And they need to walk the talk," he said. Leaders can't verbalize support for change while continuing in the old ways themselves. Make sure all the leaders are rowing in the same direction before bringing in the rank and file.

3. Surround the leadership team with individual change agents, members of the department who may not be hierarchical leaders. These are people who are seen as key influencers in a department, whether or not they are at the top of the hierarchy, Clem said. They could be the department's lawyers, paralegals and administrative assistants, and other staff. Give them responsibility and get them engaged in the process. Include people who are historically change resisters, and make them part of the team. And, "you have to have a mechanism to allow feedback," Clem said. "You have to let people know there will be feedback opportunity throughout the change. People need to feel they can have a voice throughout the project, not just at the beginning and the end."

4. Focus on how you continue to communicate throughout the course of the change. "A theme, such as Project Falcon, is helpful," branding the change effort with something that ideally is "fun and memorable." Include periodic updates and input gathering along the journey. Introducing an element of rivalry among groups sometimes helps drive success, especially with competitive types, as are many lawyers. "Successful organizational change often engages the competitive spirit in a productive way." 

5. Celebrate small wins along the way, don't wait for completion. Identify and celebrate achieving short-term goals for whatever change you are trying to drive. "Celebrate a small, early win regardless of whether it is coercive or participatory change," he said.

What is most likely to undermine success? Allowing leaders to opt out of the process and disengage. "In the same way that celebrating quick wins can create positive momentum, allowing a group, subset or faction the ability to opt out of the change can undermine the overall effort. It may initially create a small crack in the process, but enough small cracks in the level of engagement can grow to become a major inhibitor to change success,'' Clem said. "If you haven't created an environment where feedback and engagement from every group is expected, you create a situation where people can disengage and stifle progress."

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