Offshoring Of Legal Specialized Knowledge 5

When a lawyer transfers specialized knowledge it must be to the OLPI.5
Then the OLPI should consider the mechanisms reported above that support
the development, management and coordination of collective expertise, and
enable the transfer of knowledge between onsite and offshore teams. In
doing so, OLPI managers should consider two key aspects with respect to
work division. First, they should attempt to select project members based on
their shared histories of collaboration in their respective area of expertise. In
doing so, remote counterparts who know each other, have already developed
a meta-knowledge relating to their counterparts and have established
procedures for engagement. Such a staffing approach is likely to speed up
the development of the TMS, as procedures, codified routines and social ties
have already been established. Second, an expertise-based division of work
should be considered when members of the team have worked with each
other before and have developed shared histories. Teams that do not have
shared histories, however, may benefit from a division of work that is based
4 Wegner, D.M. (1987), “Transactive memory: A contemporary analysis of the group mind,” in Mullen, G.,
and Goethals, G. (eds.), Theories of Group Behaviour, Springer-Verlag, New York.
5 The Role Of A Western OLPI And Offshore Legal Provider Capabilities. By LPO Carmona Founder,
Jennifer Trinidad, February 13, 2014
Vol. 1 CARMONA TJP LEGAL ASSISTANCE SERVICES Art. 007
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4
on geographical location for a period of time, which enables this team to
establish procedures, standards and templates from the development of its
codified directories, before changing to an expertise-based division of work
approach.