Legal team dynamics shape how lawyers communicate, share knowledge, make decisions and support one another. For in-house teams planning for 2027, clear responsibilities, constructive feedback and shared learning deserve attention alongside resourcing and technology. Start by examining how work moves through your team and where collaboration breaks down.
Why legal team dynamics deserve attention
Strong technical skills matter, but teams also need dependable working relationships. Google’s Project Aristotle identified psychological safety, dependability, clarity, meaning and impact as important factors in team effectiveness.[1] This research examined Google teams, rather than Australian legal departments. However, it offers useful questions for legal leaders: can people ask for help, challenge assumptions and flag mistakes without embarrassment?
For example, encourage lawyers to raise uncertainty early rather than wait until a deadline becomes a problem. Then respond with curiosity and agree on the support they need.
Make responsibilities and collaboration clear
Start with practical agreements about who owns each matter, who reviews advice and when issues need escalation.
Safe Work Australia identifies unclear responsibilities, conflicting expectations and uncertain priorities as features of poor role clarity.[2]
Therefore, use regular workload discussions to identify competing deadlines and decide what can wait. Make those decisions visible to the team.
For hybrid teams, agree which activities benefit from working together, such as mentoring, negotiations and complex problem-solving. Also, document decisions and include remote colleagues in relevant discussions.
The aim is a shared way of working that people understand and can rely on.
Build AI competence together
For 2027, make AI development a team activity. Different levels of confidence can otherwise leave useful knowledge concentrated in a few people.
Choose an approved tool and a suitable workflow. Then share examples, compare results and discuss mistakes openly. Include experienced lawyers and junior colleagues so technical experimentation benefits from legal judgement.
The joint AI statement from regulators in NSW, Victoria and Western Australia stresses confidentiality, independent judgement and verification of outputs.[3]
Alongside AI skills, develop communication, adaptability and critical thinking. These feature in the Law Society of NSW’s Solicitor Capability Framework.[4] Importantly, give people time to learn and ask questions.
Match capacity to the work ahead
Finally, examine whether the team has enough time and the right expertise to deliver its priorities. Better communication cannot create unlimited capacity.
A seconded lawyer may help cover leave, support a transaction or manage a contract backlog. At Aclaria, these are among the needs we support through our legal secondment service.[5]
However, integration matters. Brief secondees on business priorities, introduce key stakeholders and clarify supervision and handover arrangements. Include them in relevant team discussions from the start.
Planning your legal team for 2027? Explore Aclaria’s secondment support or speak with us about the work ahead. We can help you identify the experience and capacity that would complement your team.
References
1. Google re: Work, Understand team effectiveness, foundational Project Aristotle research, 2015–2016. Research concerns Google teams, rather than legal teams specifically. Read the research overview.
2. Safe Work Australia, Lack of role clarity, undated. Read the guidance.
3. Law Society of NSW, Legal Practice Board of Western Australia and Victorian Legal Services Board and Commissioner, Statement on the use of artificial intelligence in Australian legal practice, 6 December 2024. Read the statement.
4. The Law Society of NSW, Solicitor Capability Framework, 2025. Read the framework.
5. Aclaria, Find a lawyer, undated. View service information.
