The shift to remote work during the COVID-19 pandemic intensified longstanding pressures within law firm culture, particularly for isolated associates working under demanding supervisory relationships. In this New York Law Journal article, I examine how certain partner-associate dynamics—especially those involving chronic pressure, poor boundaries, and limited avenues for recourse—became significantly more psychologically hazardous during periods of isolation and uncertainty. The article explores concepts such as learned helplessness, workplace power dynamics, and the importance of creating trusted internal reporting structures that attorneys can safely access when struggling. Although written during the pandemic, the concerns discussed remain relevant today as many law firms continue operating within hybrid work environments while grappling with attorney wellbeing, retention, supervision, and psychological safety. The broader issues raised—how organizational structures either amplify or contain distress—remain central to ongoing conversations about sustainable legal practice and law firm culture.
Link to Article: https://www.law.com/newyorklawjournal/2020/05/12/unhealthy-law-firm-dyads-made-worse-during-the-pandemic-and-what-to-do-about-them/
Published 5/12/2020 in New York Law Journal: Unhealthy Law Firm Dyads Made Worse During the Pandemic