The question is, how would sending it change the practice of law in your firm?
Take the challenge of this thought experiment. At a minimum, it will help you better understand which communication tools best suit particular types of communication:
– decision-making in real time by employees in a single location
– decision-making in real time by employees in different locations
– arranging appointments
– simple requests for information and quick responses to them
– conveying project status/update information
– FYI communications
– survey requests
– providing training information
For too long, we’ve been using e-mail and voice mail like overly-large machetes to drive a rough path through the communications jungle. There now appears to be a consensus that while these may be relatively fast tools, they are rarely effective or efficient for the myriad purposes to which they are put. Further, there are now available a much wider range of alternative tools that do the job better. And, savvy folks are reviving some rather retro methods (e.g., talking face-to-face!) to improve the quality and efficacy of their communications.
Read Dave Pollard’s memorandum and think about how you personally could improve the way you match communication tools to communication goals. Then think about how to teach this to your law firm colleagues. It would make a world of difference to your knowledge management program and to the quality of life within your firm.