A few years ago, when I was working at a traditional law firm, the partners gathered with us with barely any excitement. “Rejoice,” they announced, unveiling our new AI assistant that would make legal work faster, easier, and better. An expert was brought in to train us on dashboards and automation. Within months, her enthusiasm had curdled into frustration as lawyers either ignored the expensive tool or, worse, followed its recommendations blindly.

That’s when I realized: we weren’t learning to use AI. AI was learning to use us.

Many traditional law firms have rushed to adopt AI decision support tools for client selection, case assessment, and strategy development. The pitch is irresistible: AI reduces costs, saves time, and promises better decisions through pure logic, untainted by hum

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