Building Long-Term Strategic Value by Addressing Barriers to Future-Oriented Legal Thinking

North East Journal of Legal Studies, 39, 38-58, 2019

22 Pages Posted: 1 Aug 2020

See all articles by Evan A. Peterson

Evan A. Peterson

College of Business Administration, University of Detroit Mercy

Carletta Griffin

affiliation not provided to SSRN

Date Written: 2019

Abstract

Managerial employees come to legal training programs with unique attitudinal viewpoints stemming from dissimilar goals, opinions, biases, expectations, and preconceived notions about the value they will derive from the training sessions. As participants’ attitudinal viewpoints toward training affect the overall effectiveness of training programs, any training initiatives must incorporate measures designed to promote training receptivity among participants. The reduction of anxieties relative to participation in the training process represents a critical measure for enhancing training receptivity among managerial participants. A critical aspect of promoting training receptivity among participants involves building relationships between the trainers and the trainees. Trust is central to the cultivation of relationships between trainers and trainees within the learning environment. The purpose of this article is to identify team building, reflection, and other rapport building exercises organizations may use to support training programs designed to encourage managerial embrace of proactive, future-oriented legal thinking.

Keywords: legal strategy

Suggested Citation

Peterson, Evan and Griffin, Carletta, Building Long-Term Strategic Value by Addressing Barriers to Future-Oriented Legal Thinking (2019). North East Journal of Legal Studies, 39, 38-58, 2019, Available at SSRN: https://ssrn.com/abstract=3643939

Evan Peterson (Contact Author)

College of Business Administration, University of Detroit Mercy ( email )

4001 W. McNichols Road
Detroit, MI 48219-0900
United States

Carletta Griffin

affiliation not provided to SSRN

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