Episode 185: Why Lawyers Resist AI and How Law Firms Can Overcome It, with Dr. Gleb Tsipursky

Artificial intelligence is changing the practice of law. Lawyers are increasingly using AI for legal research, drafting, business development, and a growing number of other tasks. But while some lawyers are enthusiastically embracing these tools, others remain skeptical, concerned about confidentiality and accuracy, or worried about what AI will mean for their careers.

My guest on this episode of Counsel to Counsel is Dr. Gleb Tsipursky, a behavioral scientist and CEO of Disaster Avoidance Experts, a consultancy focused on the future of work. His new book, The Psychology of AI Adoption at Work: From Resistance to Results, published by Georgetown University Press, explores why organizations struggle to get employees to adopt AI and what leaders can do about it.

Gleb argues that successful AI adoption is not primarily a technology problem. It's a human problem involving psychology, trust, organizational culture, and leadership.

This is particularly relevant to law firms, where lawyers are trained to be skeptical, question assumptions, and identify risks. But as Gleb explains, skepticism itself isn't necessarily the biggest obstacle. He identifies three psychological barriers that can interfere with AI adoption: fear of job loss, threats to professional identity, and the shame or stigma some lawyers associate with using AI.

We discuss why traditional approaches to technology implementation may not work with AI, how law firm leaders can encourage experimentation and overcome resistance, and why effective training needs to focus on tasks lawyers actually want to improve.

We also explore the importance of developing AI skills alongside legal expertise, how AI may change the economics and staffing of law firms, and why communication, empathy, and client relationships may become even more important as technology advances.

For lawyers and law firm leaders wondering how to navigate these changes, Gleb offers practical advice about making AI adoption less threatening, more useful, and more likely to succeed.

Key Takeaways

• AI adoption is fundamentally a people problem. Unlike traditional software implementations, successful AI adoption requires lawyers to be motivated and engaged rather than simply following standardized procedures. Law firms need to address the psychological and cultural barriers that prevent people from experimenting with these tools.
• Three psychological barriers explain much of the resistance. Gleb identifies lawyers who fear AI will eliminate their jobs, experienced lawyers who feel their professional identity is threatened, and lawyers who use AI but are reluctant to admit it because of social stigma. Each group requires a different leadership response.
• Skepticism can actually be an advantage. Although lawyers are trained to question assumptions and identify risks, Gleb argues that these traits can make them better AI users because they are more likely to evaluate the accuracy and reliability of AI-generated work.
• Better AI results require better instructions. Lawyers who are disappointed with AI-generated work may not be providing sufficient context, information, or direction. Gleb suggests treating AI like a capable but inexperienced assistant who needs detailed instructions and whose work must be reviewed.
• Start with tasks lawyers don't enjoy. Rather than forcing lawyers to use AI for their most sophisticated legal work, firms can build enthusiasm by demonstrating how AI can reduce time spent on emails, invoicing, and other routine activities. Training is more effective when lawyers leave with tools they can immediately use.
• Law firm leaders need to model AI adoption. Managing partners and practice leaders can reduce resistance by openly discussing how they use AI, encouraging lawyers to share successful app