Fordham Urban Law Journal Volume 33 Number 1 Article 1 2005 THE NIRVANA FALLACY IN LAW FIRM REGULATION DEBATE Elizabeth Chambliss Follow this and additional works at: https://ir.lawnet.fordham.edu/ulj Part of the Legal Ethics and Professional Responsibility Commons Recommended Citation Elizabeth Chambliss, THE NIRVANA FALLACY IN LAW FIRM REGULATION DEBATE, 33 Fordham Urb. L.J. 119 (2005). Available at: https://ir.lawnet.fordham.edu/ulj/vol33/iss1/1 This Article is brought to you for free and open access by FLASH: The Fordham Law Archive of Scholarship and History. It has been accepted for inclusion in Fordham Urban Law Journal by an authorized editor of FLASH: The Fordham Law Archive of Scholarship and History. For more information, please contact
[email protected]. THE NIRVANA FALLACY IN LAW FIRM REGULATION DEBATE Cover Page Footnote Professor of Law, New York Law School. Thanks to Bruce Green and the Louis Stein Center for inviting me to participate in this conference, and to Margaret Raymond for indulging my excited (and belated) response to her paper. Thanks also to Tanina Rostain for helpful comments on earlier drafts. This article is available in Fordham Urban Law Journal: https://ir.lawnet.fordham.edu/ulj/vol33/iss1/1 CHRISTENSEN_CHAMBLISS 2/3/2011 10:08 PM THE NIRVANA FALLACY IN LAW FIRM REGULATION DEBATES Elizabeth Chambliss∗ “[L]awyers can no longer look back a generation for their managerial models.”1 Most commentators would agree that large law firms have outgrown collegial management and self-regulation. With hundreds—and, in some firms, thousands—of lawyers,2 multiple national and international offices,3 an increasing number of mergers,4 and significant lateral mobility,5 partners no longer can rely on social ties and informal, face-to-face interaction for making decisions, conveying firm policy, or monitoring the quality of lawyers’ work.