• Executive summary viiAbout the author xiPart I: The Anatomy of Decision Making 1Chapter 1: Common illusions in the decision-making process 3Dismantling the mythology – how decision making really happens in law firms 3Debunking decision-making myths – the reality behind the façade 3Four illusions concealing the truth 6Chapter 2: A true map of the decision-making journey 7The decision-making pyramid 7The internal conflict of partner roles 9Who really makes decisions in a law firm 12How decisions are made 16Informal alliances and backroom decisions in partnerships 21Multidimensionality – when partnerships have multiple layers 24Partners and managers – two worlds, one decision 29Chapter 3: External and internal forces influencing decisions 37External pressure – when the market dictates decisions 37Competitors – the race no one declared 42The decision and its cost – who goes all in 49Part II: Why Smart People Make Strange Decisions 53Chapter 4: The psychology of how lawyers decide 55Individual psychology and decision-making styles in partnerships 55The myth of the rational lawyer 57Five decision-making styles – who is who 60What drives decisions beyond styles 77Chapter 5: When decision making gets complicated 85The myth of the pure type 85The DMA Matrix – where styles collide and combine 86Finding your own DMA 91Chapter 6: When synergy + conflict = firm’s identity 107Team synergy – when 1+1=5 107When styles collide – the anatomy of partnership conflicts 111How decision-making styles shape a firm’s identity 117Part III: Deconstructing the Concept of “Consensus”: How to Achieve Genuine Buy-In, Avoiding Firm Paralysis 125Chapter 7: The mechanics of partner buy-in 127The cultural code of“consensus” 127The partner hierarchy 130The game of agreement 134Chapter 8: What true consensus actually means 139From Cicero to partner meetings 139Four phases of consensus life 145The main trap of groupthink 151Consensus in crisis 157TRUE consensus – a practical framework 164Part IV: How Law Firms Choose Their Strategy 179Chapter 9: The philosophy of partnership 181The architectural decisions that determine everything – and whether you can change them 181Meta-choices – the philosophy of partnership 188Strategic positioning – who we are in the market and for whom 192Service model – what and how we sell 205Chapter 10: Organizational model – how the firm is built from within 221Partnership vs corporation – brotherhood or hierarchy? 221Personal brands vs the corporate brand 226Individual achievements vs team results 232Structural constellations 238Part V: Decision-Making Timeline 243Chapter 11: Architectural decisions life cycle 245Time and transformation – the map of the life cycle 245The timeline of key decisions 249When the system stops working 251Chapter 12: The real time of decisions 257When decisions should happen – and how to prepare for them 257The decision calendar in a partnership firm 259Decision-making matrix – who decides what and when 264Speaking the language of decision-making styles 272Appendices 277Appendix 1: Complexity navigation checklist 277Appendix 2: Decision cost calculator 279Appendix 3: Decision maturity self-assessment 280Appendix 4: Red flags 281Appendix 5: The 16 types of legal decision makers 282Appendix 6: Perfect duos and trios 284Appendix 7: Navigating style conflicts 287Appendix 8: Team composition optimizer 293Appendix 9: Ten distortions of consensus 300Appendix 10: Four phases of consensus life 302Appendix 11: The 14 strategic dichotomies 305Appendix 12: Architectural coherence checker 309Appendix 13: Decision types classification matrix 312Appendix 14: Firm lifecycle timeline 315Appendix 15: The annual decision calendar 319About Globe Law and Business 323

Decision-making in an organization as complex as a law firm -- even a small firm -- is seldom easy. As Iryna Nikitina points out in her book, Decision Making in Law Firms, an already-challenging process can be further hampered by myths, false "best practices," organizational culture, and individual preferences. Ms. Nikitina offers a variety of structures, such as a decision-making pyramid, and practical tools from which any law firm can select the combination that will produce the most efficient and reliable decision methodology for their unique strengths, challenges, and aspirations.