APPLYING DESIGN THINKING IN LEGAL SERVICE DELIVERY
Bringing design thinking into legal services means following a structured yet flexible framework to identify and solve client challenges. The process includes key techniques such as empathy research, journey mapping and rapid prototyping.
1. Empathy and Client Research
Understanding the client experience begins with direct engagement. Firms must talk to clients, observe their interactions and immerse themselves in their daily realities. Tools like surveys, empathy interviews and focus groups allow firms to gather insights about common frustrations.
Example: A midsize firm noticed that many clients struggled to understand legal fees, leading to frustration and late payments. Through client interviews, they discovered that traditional hourly billing was perceived as unpredictable. In response, the firm experimented with transparent, fixed-fee pricing models, resulting in increased client satisfaction and more predictable cash flow.
2. Client Journey Mapping
A client journey map visually outlines every step a client takes, from the first inquiry to case resolution. By identifying key touchpoints — scheduling an appointment, receiving case updates, paying a bill — firms can pinpoint areas of confusion or frustration.
Example: A firm specializing in estate planning discovered through journey mapping that clients felt lost after signing their documents. The firm introduced a post-signing concierge service that included follow-up guidance, making clients feel more supported and improving referrals.
3. Problem Definition
Once pain points are identified, firms must define the core problem in client terms. Instead of vague goals like “improve communication,” a better problem statement would be: Clients feel in the dark about their legal matters and don’t know what to expect next. This reframing ensures the team tackles real client needs, not just internal inefficiencies.
Bringing design thinking into legal services means following a structured yet flexible framework to identify and solve client challenges.
4. Ideation and Co-Creation
Generating solutions requires diverse perspectives. Cross-functional brainstorming sessions — including attorneys, staff and even clients — can yield unexpected insights. Encouraging out-of-the-box thinking fosters innovative solutions.
Example: A corporate law firm found that in-house legal teams were overwhelmed by document review. In a co-creation session, clients suggested a shared online workspace with real-time collaboration. The firm implemented this, streamlining communication and improving efficiency for both sides.
5. Prototyping and Testing
Instead of making sweeping changes, firms should test new service models on a small scale. This could involve piloting a client dashboard for real-time updates or redesigning intake forms for better clarity. Prototypes offer a low-risk way to gauge impact before full implementation.
Example: A family law firm noticed that clients were confused by court procedures. They tested a digital “case roadmap” with step-by-step guidance. Clients responded positively, leading the firm to integrate the roadmap into all cases.
6. Feedback and Iteration
Once a prototype is tested, feedback loops ensure continuous improvement. Clients and staff provide insights, allowing firms to refine solutions before a full rollout. This iterative process ensures that new approaches truly meet client needs.
THE IMPACT OF DESIGN THINKING
By embedding design thinking into their operations, midsize law firms can create more client-centric services, improve retention and differentiate themselves from competitors. More than just a methodology, design thinking fosters a culture of empathy and innovation — one where lawyers actively listen to clients, challenge old assumptions and reimagine the legal experience from the ground up.
In an industry known for rigidity, the firms that succeed will be those that put clients first, not just in words, but in action. Design thinking isn’t just a tool — it’s a mindset that transforms how law firms deliver value beyond the billable hour.
