Recently, I’ve encountered something that I’ve found unsettling. Compromising seems to be something that we equate with failure. In fact, people would rather watch something fail – even things they say they value – rather than take ownership of the change needed to make it succeed. I couldn’t understand why the current environment seems to promote and all-or-nothing approach in how we deal with other people, the management of processes, or the allocation of resources. I brought this up with a group of my peers, and I got a very insightful response from one person in the group.
After (more than) numerous times of trashing on task codes in pricing presentations, a few people prodded me into doing something about it. In those presentations on pricing, the topic of task codes would always come up. I suggested that maybe task codes aren’t the place to start when focusing on pricing, budgeting, etc. Instead we would start by setting standards for the type of work being performed. In other words, you should understand what type of matter is involved before you worry about task or other segments of work under that level.
[Ed. Note: Please welcome guest blogger, 
After some nine years on the Blogger platform, this week, 3 Geeks and a Law Blog has switched over to the LexBlog platform. We hope that you like the new look and feel of the blog.
