Edited by Edward Bowes - By Patrick J. McKenna; Arthur G. Greene; Bob Murray; Andrew Hedley; Neryl East; Duncan Hart; Alicia Fortinberry; David J. Parnell; Carol Mynott and Nick Marson

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Chapter 1: Understanding change - Understanding and working with the legal mind
Why do many lawyers find change to be so difficult?
Understanding the hurdles to bringing about change
What definitely does not work in introducing change
Developing a sense of urgency that gets partner's attention
Some approaches that firm leaders have found to be effective
Fitting your leadership style to the challenge Chapter 2: Becoming change-able - Practical strategies for responding to a fast-changing world
The importance of being change-able
The key components of a successful change programme
Dealing with rogue elephants and the strategically non-compliant
Adopting Pareto for change
Communication is at the core of a successful programme
Winning hearts and minds to create a change-able firm Chapter 3: A framework for effective change management
McKinsey 7-S model
Kotter's eight-step process
A cross-cultural framework
Framework for behavioral change
A change-readiness assessment
Taking the plunge
Appreciative inquiry
Leading the change Chapter 4: Once an opportunity is identified, what next? Creating and driving an innovation agenda
A "stage-gate" approach
The stage-gate process in detail Chapter 5: Succession planning - Ensuring losing a partner doesn't mean losing a client
What should firms do to start to future-proof themselves?
Culture
How to build a succession plan Chapter 6: Compensation to reward the right behaviors
What are the desired behaviors?
Recognizing the need for a change in determining compensation
Introducing incentives
Compensation systems
Incentivizing behaviors under different systems
Conclusion Chapter 7: Changing minds - The neuroscience of change management in law firms
Intentions vs behavior
Embracing change
Building relationships
Improving learning
Importance of insight
Leading change Chapter 8: Getting commitment to change
Why people resist change
The assumptions that create resistance
Overcoming resistance to change
Making change stick
Conclusion Chapter 9: Strategic approaches to introducing change
Why do you think firms find change to be so difficult?
What are some of the more common hurdles you have observed or experienced in bringing about change?
What definitely does not work in introducing change?
How do you develop a sense of urgency that gets partners' attention?
Can you share some approaches that fi rm leaders have found to be effective?
How does one fit their leadership style to the challenge?

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