0438244129 [email protected]

What We Do

Regulating the Legal Profession - A Prototype for Change

S. Mark and T.Gordon, “Regulating the Legal Profession – A Prototype for Change”, in J. O’Brien and G. Gilligan, “Integrity, Risk and Accountability in Capital Markets Regulating Culture”, First edition, Hart Publishing, September 2013. See http://www.amazon.com/Integrity-Risk-Accountability-Capital-Markets/dp/1849465673

Adopting Law Firm Management Systems to Survive and Thrive

Susan S. Fortney and Tahlia Gordon, Adopting Law Firm Management Systems to Survive and Thrive: A Study of the Australian Approach to Management-Based Regulation, 10 U. St. Thomas L.J. 152 (2012), http://scholarlycommons.law.hofstra.edu/cgi/viewcontent.cgi?article=1292&context=faculty_scholarship

Trends and Challenges in Lawyer Regulation

L.S. Terry, S.Mark and T.Gordon, “Trends and Challenges in Lawyer Regulation: The Impact of Globalisation and Technology”, May 2012, Fordham Law Review, Fordham University School of Law, Vol. 80, No 6, p.2661-2684. See http://ir.lawnet.fordham.edu/cgi/viewcontent.cgi?article=4806&context=flr

Complaint and Investigation Review & Reform

Complaints cost time, money and emotion. Reviewing and improving complaint handling processes and changing behaviour can stem this tide and often stops it entirely. There is a distinct psychology behind complaints. This is particularly true in relation to complaints about billing. Steve and Tahlia are aware of this psychology and the need for an effective strategic response.

Reviewing and improving investigation processes to ensure thoroughness and transparency delivers equitable results for all stakeholders. Here’s our process which is always tailored to your specific needs.

Complaint and Investigation Review & Reform

Complaints cost time, money and emotion. Reviewing and improving complaint handling processes and changing behaviour can stem this tide and often stops it entirely. There is a distinct psychology behind complaints. This is particularly true in relation to complaints about billing. Steve and Tahlia are aware of this psychology and the need for an effective strategic response.

Reviewing and improving investigation processes to ensure thoroughness and transparency delivers equitable results for all stakeholders. Here’s our process which is always tailored to your specific needs.

Ethical Decision Making

Ethical dilemmas aren’t between right and wrong. They are between two wrongs, one of which is more right! We have run hundreds of training sessions where participants are engaged in new ways of thinking and addressing problems in the hypothetical. This creates conscious confidence in decision making. Explore how our design and implementation of ‘ethical infrastructure’ in organisations encourages ethical behaviour, improves management and reduces complaints.

Case Study - Investigations
Case Study - Complaint handling

Ethical Decision Making

Ethical dilemmas aren’t between right and wrong. They are between two wrongs, one of which is more right! We have run hundreds of training sessions where participants are engaged in new ways of thinking and addressing problems in the hypothetical. This creates conscious confidence in decision making. Explore how our design and implementation of ‘ethical infrastructure’ in organisations encourages ethical behaviour, improves management and reduces complaints.

Paula Gilmour Director, CPD for Me

‘CPD for Me are honoured to have Steve Mark and Tahlia Gordon as expert presenters. Their on-demand session, which was filmed at a 2 day Masters Retreat for Smaller Law Firm Success “Ethical & Practical Hypotheticals” is very popular and well received by law firms across Australia.’

Paula Gilmour Director, CPD for Me

‘CPD for Me are honoured to have Steve Mark and Tahlia Gordon as expert presenters. Their on-demand session, which was filmed at a 2 day Masters Retreat for Smaller Law Firm Success “Ethical & Practical Hypotheticals” is very popular and well received by law firms across Australia.’

Innovative Thought Leadership

Doing the same thing time after time when it was not successful the first time is madness. Unfortunately that is what many in business, government and regulation tend to do. We love a challenge. Developing new ways to address old problems is interesting and important, but devising innovative approaches to new problems or issues that have not yet emerged is not only exciting; it’s what is really needed in our rapidly changing world. A few examples of the approach we have taken in thought leadership might be helpful:

  • We drafted the first set of guidelines in Australia for the legal profession on how to deal with the rise of social media and legal services outsourcing, before these issues became mainstream.
  • We developed a new model of regulation for the professions now known as entity regulation which has become the model for change in legal regulation.
  • We write extensively on the future issues that are ‘coming down the pipe’ for the profession.
  • As President of the Anti-Discrimination Board Steve saw the need to shift the culture and purpose of the board from a focus on encouraging people to lodge individual complaints to a focus on working with the culture of respondents to reduce complaints.
  • At the Legal Services Commissioner we established the first office of its kind in the regulation of the legal profession in the world. Rather than simply focusing on the discipline of individual lawyers for misconduct, developed an organisational culture with was focused on reducing complaints against lawyers. Research has underlined the success of his approach.
  • The regulatory approach we developed has now been replicated throughout Australia, England and under development in Canada.

Innovative Thought Leadership

Doing the same thing time after time when it was not successful the first time is madness. Unfortunately that is what many in business, government and regulation tend to do. We love a challenge. Developing new ways to address old problems is interesting and important, but devising innovative approaches to new problems or issues that have not yet emerged is not only exciting; it’s what is really needed in our rapidly changing world. A few examples of the approach we have taken in thought leadership might be helpful:

  • We drafted the first set of guidelines in Australia for the legal profession on how to deal with the rise of social media and legal services outsourcing, before these issues became mainstream.
  • We developed a new model of regulation for the professions now known as entity regulation which has become the model for change in legal regulation.
  • We write extensively on the future issues that are ‘coming down the pipe’ for the profession.
  • As President of the Anti-Discrimination Board Steve saw the need to shift the culture and purpose of the board from a focus on encouraging people to lodge individual complaints to a focus on working with the culture of respondents to reduce complaints.
  • At the Legal Services Commissioner we established the first office of its kind in the regulation of the legal profession in the world. Rather than simply focusing on the discipline of individual lawyers for misconduct, developed an organisational culture with was focused on reducing complaints against lawyers. Research has underlined the success of his approach.
  • The regulatory approach we developed has now been replicated throughout Australia, England and under development in Canada.

Our clients include

THE COLLEGE OF LAW

LAW COUNCIL OF AUSTRALIA

NOVIA SCOTIA BARRISTERS' SOCIETY

PROFESSIONAL STANDARDS COUNCIL

LAW INSTITUTE VICTORIA

Slater Gordon Lawyers

UNSW AUSTRALIA