Introduction

What if there was a way for attorneys to spend less time being bogged down by administrative tasks and more time actively serving clients and generating billable hours? On November 30th, 2022, OpenAI’s release of ChatGPT marked a technological breakthrough comparable to the creation of the internet.[1] Since then, industries ranging from healthcare to finance have rapidly explored ways to integrate artificial intelligence (AI) to seek greater efficiency and innovation. AI presents legal professionals with an opportunity to revolutionize the workload and redefine how their services are delivered. As of right now, generative AI (Gen AI) can streamline legal research by quickly identifying relevant sources across large databases and can enhance drafting and document review by suggesting clauses and automating edits.[2] The question is no longer “Should we adopt AI?” but “How do we do it right?”

However, the legal profession has been slower to adopt AI, largely because many of those in the legal profession do not know what it is and how to actually integrate AI without sacrificing professional standards. This article proposes the solution lies in the establishment or enhancement of technology committees specifically tasked with guiding AI integration. These committees should lead AI adoption efforts, set firm-wide policies, pilot new tools, oversee attorney training, and ensure that AI integration aligns with the firm’s goals and professional obligations. By focusing on actionable strategies to build and empower technology committees, this article provides a blueprint for firms to navigate AI integration with both innovation and caution.

Why Firms Need Technology Committees

A 2023 study conducted by the American Bar Association (ABA) found that 57 percent of attorneys surveyed lacked sufficient knowledge and understanding of AI and other emerging technologies.[3] Yet, despite this knowledge gap, a 2024 ABA survey found that 30.2 percent of attorneys were using AI-based technology tools in their practice.[4] This disconnect has caused issues for practicing attorneys because of the phenomenon known as AI hallucinations. An AI hallucination is a situation where the AI “perceives patterns or objects that are nonexistent or imperceptible to human observers,” and creates “outputs that are nonsensical or altogether inaccurate.”[5] The most well-known and infamous hallucinations that most practicing attorneys should be aware of is when AI included completely fabricated and false case citations in a U.S. District case briefing in New York in June 2022. 

This disconnect highlights a central obstacle to effective AI adoption. Many firm leaders and attorneys lack the technical background necessary to make informed and strategic decisions about AI implementation. Without knowledgeable people providing internal guidance on how to integrate AI, firms risk poor adoption, inefficiencies, ethical risks, and reputational harm.

Technology Committee

At the core, a technology committee is a board committee within a firm that is dedicated to understanding and supporting the organization’s technology strategy, investments, and risk profile and then shares its insights with the firm.[6] This committee essentially allows development of a diverse portfolio of technological projects and initiatives that enable the firm to adapt to changing and evolving technology, such as AI.[7] Technology committees serve as an internal advisory group that centralize decision-making on technological issues, such as AI, and ensure consistency across the entire firm.

To be effective, a technology committee must include members who bring diverse perspectives and expertise to ensure well-rounded and informed decisions about AI integration and technology use. At a minimum this committee should include three main groups: attorneys at all levels of the firm, IT professionals, and administrative leaders.

              First, the attorneys’ representatives should be made up of both partners and associates. Partners provide leadership and authority to more easily drive technological initiatives to fit the firm’s strategic goals. Without buy-in from leadership, even well-designed policies and decisions will lack real implementation power. Associates, on the other hand, bring fresh perspectives, familiarity with client expectations, and often feel more comfortable experimenting with new technology. Associates are also more likely to foresee how the technology will impact the day-to-day practices.

              Second, the committee must have IT professionals or technology officers to provide expertise on infrastructure, security, data privacy, and, most importantly, operational feasibility. Their inclusion is critical in vetting AI tools, managing vendor relationships, and ensuring that new technologies integrate securely and effectively into the firm’s system.

              Finally, the committee should include administrative leaders, such as Practice Managers and a Chief Operating Officer. These individuals understand the firm’s operational flow, budgeting, resource management, and can support scaling new systems across departments. Their input is essential to understanding how technology, especially AI, will impact workflow beyond just the legal practice, including billing, human resources, marketing, and client communications.

What the Committee Should Focus On

One of the most crucial functions of a technology committee is serving as the policymaker for the firm’s technological advancements. The committee must have a defined scope of responsibilities, or it risks becoming unfocused or ineffective. In order for the committee to be as effective as possible, it should focus on the following four areas: (1) Policy Development; (2) Training and Education; (3) Pilot Programs and Testing; and (4) Feedback Collection and Iterative Improvement.

Policy Development

One of the technology committee’s core responsibilities is to develop clear, firm-wide policies that govern the use of AI. Currently no universal standard exists, but effective policies should address three primary concerns: responsible use, professional oversight, and transparency.

First, policies should define appropriate uses of AI tools and set clear boundaries, such as prohibiting the input of confidential client information into unsecure third-party AI platforms. Second, attorneys must be required to critically review any AI-generated content as they would the work of a new junior associate. AI tools can assist in drafting or research, but final responsibility lies with the attorney to ensure accuracy, ethical compliance, and legal soundness. Finally, the firm should establish disclosure expectations around AI use—both internally and externally—to maintain transparency with clients and, more importantly, the courts. Communicating when and how AI tools are used helps build trust and clarifies the human role in the decision-making process.

As a jumping off point and to maximize the benefits of AI, the committee should identify routine tasks where automation could increase efficiency, such as automating billing processes, organizing case files, or streamlining intake forms. Additionally, the committee should create policies to have AI assist attorneys in drafting, summarizing large volumes of text, or flagging inconsistencies in legal documents. By targeting these areas, the committee can ensure that AI adoption is strategic, well-governed, and align with the firm’s broader objectives.

Training and Educations

The committee should provide all attorneys and staff with AI literacy training. This includes a practical overview of how Gen AI works and a clear explanation of its limitations. Broadly speaking, when we use the word AI we are referring to “technology that enables computers and machines to simulate human learning, comprehension, problem solving, decision making, creativity and autonomy.”[8] While this definition evokes futuristic and sci-fi imagery, the AI that we have in our day and age is more accurately recognized as generative AI (Gen AI). Gen AI is an AI that creates “original content—such as text, images, video, audio or software code—in response to a user’s prompt or request.”[9]

To understand how Gen AI works, it is important to explore the process known as “deep learning.” Deep leaning is a subset of machine learning in which the creators of Gen AI attempt to simulate the link between neurons of a human brain using what is called an Artificial Neural Network (ANN). In ANN there exist nodes that process and transmit information (acting as the neurons) and weighted edges which assign numbers or importance to the information that passes through the nodes (acting as the synapses).[10]

The process starts with real-world data and information being input into the first layer of nodes known as the input layer.[11] The data then passes through multiple hidden layers of nodes via the weighted edges, where it is analyzed and transformed. Each layer extracts and refines specific features of data until it gets passed through to the final layer referred to as the output layer.[12] The output layer then creates in essence a result or educational prediction based on the information it was given.[13] Essentially, the network generates a highly educated guess that reflects the patterns the system has identified during its training.

To teach these Gen AIs how to understand and generate information, they are trained through Large Language Models (LLMs). Basically, an LLM is an enormous amount of data and texts from various sources.[14] The AI then analyzes the data and starts to recognize “patterns, structures, and context,” which then enables the Gen AI to generate coherent and contextually relevant responses to a user’s prompt.[15] This training process allows the Gen AI to generalize from its data, and create content that mimics human communication or other forms of output.

Pilot Programs and Testing

To ensure safe and effective integration, the technology committee should begin with a pilot program. Pilot programs are a well-known educational tool that allow firms to “run small experiments and use the findings to determine large-scale viability.”[16] By starting small the committee can more easily control implementation, monitor outcomes, and make adjustments as needed. 

For each pilot, the committee should define a specific goal—such as reducing the time spent on routine tasks or improving accuracy in document review. The committee should then track performance, document errors and limitations, and assess how the tool aligns with the policies of the firm. These findings can then inform the committee of how AI tools should be scaled firm-wide and what adjustment to training or policy might be needed.

Feedback Collection

Successful implementation of AI requires ongoing feedback from all of those involved. The technology committee should create a formal process for gathering input from attorneys and staff because well-formed feedback allows for constructive insights that help organizations thrive.[17] This could include surveys, user interviews, or brief discussions after pilot rollouts. This feedback should be used by the committee to identify issues, risks, and opportunities to either expand or refine the use of AI. The committee could then update policies, improve training, or modify AI applications depending on the feedback received.

Conclusion

AI presents a transformative opportunity for the legal industry to enhance efficiency and maintain competitiveness in a rapidly evolving professional landscape. However, to harness this potential responsibly, law firms must approach integration with structure, caution, and a clear sense of purpose. Establishing a dedicated technology committee offers a practical and effective path forward—one that allows firms to guide AI adoption strategically, ethically, and in alignment with their professional obligations.

By following the blueprint outlined in this article (and a quick summary provided below), firms can integrate AI in a way that not only improves internal operations but also strengthens client service, safeguards professional standards, and positions the firm for long-term success in an increasingly digital future.

Blueprint: Checklist for Firms

Form a Technology Committee

• Committee should reflect different perspectives and technology comfort levels
• Groups to include
  • Partners
  • Associates
  • IT Professionals
  • Administrative Leaders
• Establish clear scope of responsibilities
• Align committee goals with the firm’s broader strategic goals

Develop Firm-Wide AI Policies

• Outline acceptable uses of AI
• Outline unacceptable uses of AI
  • Prohibit the input of confidential client information
• Clarify attorney responsibilities for review of AI-generated work
• Create standards for when and how to disclose AI use to clients and courts

Provide AI Training

• Offer a baseline literacy for all attorneys and staff
• Provide tool-specific training for attorneys and support teams
• Reinforce ethical and professional duties tied to AI use

Run Pilot Programs

• Start small with low-risk applications
• Define goals of the pilot programs
• Track performances of the pilot programs
• Document issues with each pilot program
• Use findings to inform future rollouts and policy revisions

Monitor Risks

• Watch for AI hallucinations
• Watch for data security risks
• Watch for system vulnerabilities
• Establish protocols for reviewing tool performance
• Encourage internal reporting of AI-related Concerns

Collect Feedback and Adjust as Needed

• Collect feedback from
  • Pilot programs
  • Attorneys
  • Staff
• Adjust
  • Policies
  • Training
  • Tool usage
• Embrace continuous improvement as technology evolves

Hart Parr Dal Pra is an associate with Hawley Troxell in the firm’s Coeur d’Alene office. He earned his J.D., magna cum laude, from Michigan State University College of Law in 2025 and holds a B.S. in Political Science, cum laude, from the University of Idaho (2022). While in law school, Hart received the Jurisprudence Achievement Award in Contracts and earned a certificate in trial advocacy through the Geoffrey Fieger Trial Practice Institute. His areas of practice consist of general litigation, workers’ compensation, technology law, estate planning, and business transactions.

[1] Bernard Marr, A Short History of ChatGPT: How We Got to Where we are Today (May 19, 2023), https://www.forbes.com/sites/bernardmarr/2023/05/19/a-short-history-of-chatgpt-how-we-got-to-where-we-are-today/.

[2] Id.; The Power of Artificial Intelligence in Legal Research, LexisNexis (May 16, 2023), https://www.lexisnexis.com/community/insights/legal/b/thought-leadership/posts/the-power-of-artificial-intelligence-in-legal-research.

[3] Darla Wynon Kite-Jackson, 2023 Artificial Intelligence (AI) TechReport, American Bar Association (Jan. 15, 2024), https://www.americanbar.org/groups/law_practice/resources/tech-report/2023/2023-artificial-intelligence-ai-techreport/.

[4] Mar Calagaus, 2024 Artificial Intelligence TechReport, American Bar Association (Apr. 25, 2025), https://www.americanbar.org/groups/law_practice/resources/tech-report/2024/2024-artificial-intelligence-techreport/.

[5] What are AI Hallucinations, IBM, https://www.ibm.com/topics/ai-hallucinations (last visited Nov. 21, 2024).

[6] William Forrest, Sidney Li, Isabelle Tamburro, and Steve Van Kuiken, How Effective Boards Approach Technology Governance, McKinsey Digital (Sep. 15, 2022), https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/how-effective-boards-approach-technology-governance.

[7] Id.

[8] Cole Stryker and Eda Kavlakoglu, What is Artificial Intelligence (AI)? (Aug. 16, 2024), https://www.ibm.com/topics/artificial-intelligence.

[9] Cole Stryker and Mark Scapicchio, What is Generative AI? (Mar. 22, 2024), https://www.ibm.com/topics/generative-ai.

[10] Leon Petrou, Transformers, explained: understand the model behind ChatGPT (Mar. 5, 2024), https://www.youtube.com/watch?v=Pnd8bCJ4Z3A.

[11] Id.

[12] Id.

[13] Id. 

[14] Ethan Mollick, Co-Intelligence, 10 (2014).

[15] Id. 

[16] Adam Bryant, The Significance Of Pilots In A Rapidly Changing Business World, Forbes (Jun. 2022) https://www.forbes.com/councils/forbestechcouncil/2022/06/08/the-significance-of-pilots-in-a-rapidly-changing-business-world/.

[17] Mona Andrews, The Power Of Feedback: A Catalyst For Growth In Leadership And Employee Development, Forbes (Jul. 2024), https://www.forbes.com/councils/forbesbusinesscouncil/2024/07/18/the-power-of-feedback-a-catalyst-for-growth-in-leadership-and-employee-development/.