David G. Badertscher
“Every generation of legal researchers inherits new tools. Their enduring responsibility is to learn how to use them wisely.”
Introduction
David G. Badertscher
“Every generation of legal researchers inherits new tools. Their enduring responsibility is to learn how to use them wisely.”
Introduction
Source: Mohamed Obaidy, Associate Director, Economic Policy Team, Center for New York City Affairs (CNYCA), Income Polarization Redux: NYC’s Wage Gains Are (Again) Flowing to the Top (2026).
In Income Polarization Redux: NYC’s Wage Gains Are (Again) Flowing to the Top, Mohamed Obaidy examines recent wage, employment, and productivity trends in New York City and concludes that economic gains are becoming increasingly concentrated among higher-income workers and higher-paying industries. While New York City’s economy continues to grow and workers are becoming more productive, the benefits of that growth are not being distributed evenly across the workforce.
Artificial intelligence is rapidly moving beyond experimentation in the legal profession and becoming embedded in the day-to-day operations of leading law firms. The latest example comes from Kilpatrick Townsend & Stockton LLP, which has announced the creation of an AI Lab dedicated to developing customized AI solutions for both its internal staff and its clients. The initiative reflects a growing recognition that off the shelf AI tools may not always address the specialized needs of legal practice, prompting firms to invest in tailored applications designed to enhance efficiency, knowledge management, client service, and legal workflows.
The establishment of a dedicated AI Lab also signals a broader shift occurring throughout the legal industry. Rather than viewing artificial intelligence solely as a productivity tool, many firms are beginning to treat AI as a strategic capability that can differentiate their services and strengthen client relationships. By bringing lawyers, technologists, and innovation professionals together in a structured development environment, firms hope to create practical solutions that address real world legal challenges while maintaining the professional standards, confidentiality requirements, and ethical obligations unique to the practice of law.
Kilpatrick’s initiative offers an opportunity to examine how law firms are evolving from consumers of legal technology to active developers of AI enabled services. It also raises important questions about the future role of lawyers, the increasing demand for legal technology expertise, and the ways in which artificial intelligence may reshape the delivery of legal services in the years ahead.
Artificial intelligence is now woven into the daily fabric of legal work. From case law research to contract analysis and compliance monitoring, AI systems are accelerating tasks that once required hours of manual review. But as these tools become more capable, the legal profession faces a central challenge: How can lawyers trust AI in high‑stakes environments where accuracy, transparency, and defensibility are non‑negotiable?
Two concepts have emerged as foundational to answering that question: interpretability and retrieval-augmented generation (RAG). While distinct, they work together to create AI systems that are transparent, grounded in evidence, and aligned with professional legal standards. Although both have existed for some time, their integration into legal research remains in its infancy, and there is much to learn. This post explores how these systems are reshaping AI legal research based on a review of current industry sources.
As artificial intelligence rapidly enters the criminal justice system (shaping everything from policing strategies to judicial decision-making) the need for clear guidance has become increasingly urgent. Two recent publications from the Council on Criminal Justice provide a timely and authoritative response:
The March 25, 2026 edition of the ABA Legal Tech Newsletter arrives at a pivotal moment for the legal profession, coinciding with the opening of ABA TECHSHOW 2026, the American Bar Association’s flagship legal technology conference. The newsletter reflects a profession that has moved decisively beyond experimentation with technology and into a phase of strategic integration, governance, and long-term transformation.
A central theme is the profession’s rapid transition from initial adoption of artificial intelligence to operational mastery. Over the past year, AI has become embedded in daily legal workflows—impacting research, drafting, case management, and client service. The newsletter emphasizes that the key challenge is no longer whether to adopt AI, but how to manage it responsibly, including training, oversight, and measurable value.
A recent practitioner commentary offers a confident assessment of the current state of large language models (LLMs) in legal practice, arguing that the primary barriers to adoption are no longer questions of intelligence or reliability but rather issues of infrastructure and workflow integration. Writing from the perspective of a lawyer who uses advanced models daily, the author contends that modern systems have already reached a level of practical competence sufficient for much of routine legal work, and that the profession’s hesitation reflects outdated assumptions about hallucinations and model limitations.
Central to the argument is the claim that hallucinations, once the dominant concern surrounding generative AI, have largely receded as a meaningful obstacle. According to the author’s experience, newer models rarely produce fabricated information, and overall error rates compare favorably with those of competent junior associates. This view reflects a broader shift in perception: rather than treating LLMs as experimental tools requiring constant skepticism, the author frames them as increasingly dependable collaborators capable of supporting substantive legal tasks.
The post also challenges prevailing narratives about the intellectual difficulty of legal work. While acknowledging that certain cases demand deep expertise, the author suggests that the majority of legal tasks rely on skills such as careful reasoning, synthesis of precedent, structured writing, and research , areas where modern LLMs already excel. By reframing legal practice as process-driven rather than exclusively intellectually rarefied, the commentary positions AI as well aligned with the day-to-day realities of the profession.
Professor Peter Lee’s VERDICT essay argues that synthetic data may revolutionize AI development by providing scalable, legally safer training material. Yet he warns that artificial datasets introduce new risks such as model collapse, bias, and misuse that demand proactive legal oversight. Rather than replacing existing regulatory debates, synthetic data transforms them, requiring courts, policymakers, and information professionals to rethink how innovation, privacy, and intellectual property intersect in the AI era