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23 May 2019 / Sarah Goulbourne
Issue: 7841 / Categories: Features , Profession
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Time to embrace a better legal future

Bullying & harassment are rife in UK law. And it’s time for us all to act, says Sarah Goulbourne
  • Leaders of law firms need to have more faith in their people, to give them the opportunity to take control of their workloads and to flourish as business people and human beings.

The announcement this month by the International Bar Association that over half of UK lawyers have been bullied, and over a third of female lawyers experienced sexual harassment, is very disappointing. My immediate reaction was—why? When we have made so much progress in society to address mental health, to embrace gender equality and diversity, to tackle ageism? How did the legal sector get left behind?

I believe that, despite modern law firms going about their business in impressive modern office blocks, a mindset persists that’s stuck in Dickensian times. Most of the working world has kept up with a natural evolution, embracing flexibility and freedom, and building a culture of trust which allows their people to thrive.

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MOVERS & SHAKERS

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley strengthens family law team

Ward Hadaway—Barnaby Rosenthall

Ward Hadaway—Barnaby Rosenthall

Construction lawyer returns to Ward Hadaway in Teesside role

Bird & Bird—Shahin Baghaei

Bird & Bird—Shahin Baghaei

Bird Bird hires leading legal transformation expert

NEWS
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

How forcefully can a litigant criticise a public authority before robust advocacy crosses the line into unreasonable conduct? 
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