A story for the New Year.  Maybe you can relate.


I recently turned 57 years old.  Although I am dismayed and disappointed by many things happening in our republic, and impatient with an industry, profession and educational complex that is supposed to operate in the public interest, whatever quantum of cynicism I possessed went away in 2019. Moreover, it happened quickly, albeit many of the pieces were put into place more a decade ago.
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No matter what happens, we’re all going to learn something.


In 2014, I was invited to lunch with Joe Andrew, the chairman of Dentons, in his DC office.  The invitation came from John Fernandez, an Indiana Law alum who joined Dentons a couple of years earlier after two decades in government.  Joe and John came up through the ranks together in Indiana Democratic politics, with Andrew eventually becoming Chairman of the Indiana Democratic Party (from 1995-1999) and Chairman of the Democratic National Committee (1999-2001).
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The Difficult Problem Framework is a simple tool that requires continuous learning and objectivity. Part II of a two-part series.


The framework above was developed to solve very difficult problems related to organizational change, particularly those now facing the legal field. I realize the framework looks laughably simple. That said, it’s harder to apply than