The legal profession has faced its fair share of challenges over the years, from shifting legislation to increasing client expectations. Yet perhaps the most pressing challenge today comes not from Parliament or the courts, but from artificial intelligence.
AI has, very quickly, become a household tool. With a few clicks, members of the public can ask a chatbot to explain inheritance law, draft a contract, or interpret the finer points of property disputes or matrimonial situations. The answers come quickly, persuasively, and, probably most dangerously, very confidently. For many clients, that confidence is taken as authority and can lead to the public to think “Why pay for a solicitor when you can get “legal advice” for free, instantly?”
The problem is not that AI is entirely inaccurate. In fact, it can provide helpful summaries and starting points. But it cannot replicate the nuance, professional judgment, or knowledge that comes from years of training and practice. It takes a huge amount of training and experience to understand that law is rarely about a single isolated issue. A probate query may also raise tax implications; a contract might trigger regulatory obligations; a divorce may identify financial liabilities. AI cannot see the bigger picture, and it certainly cannot carry professional responsibility for the advice it gives.
This presents two dangers. First, individuals may make poor decisions by relying on incomplete or misleading AI guidance. Second, the authority of the legal profession risks being undermined if lawyers are seen as optional, rather than essential.
So how should the profession respond?
Educate the public. Firms must highlight the limits of AI to their clients and the public as a whole. This is not about scaremongering but about honest explanation explaining the benefits but also the limitations of using AI as a tool. Blogs, seminars, and client updates should stress that while AI can provide generic information, only a qualified professional can offer tailored, accountable advice.
Embrace AI, don’t reject it. Forward-thinking firms can integrate AI into their workflows to improve efficiency, for example, using it to draft first versions of documents, or to analyse large volumes of data. The key is to use AI as a tool, not a replacement.
Reinforce the value of people over processes. Lawyers should focus on what AI cannot do: skills and characteristics such as empathy, judgement, strategic thinking, and building trust. When people feel heard and supported, they are far more likely to trust the human who “hears” their issue and understands the nuances.
Collaborate and adapt. Continuous professional development and firm-wide discussions about technology should become standard. The firms that thrive will be those that evolve with, rather than against, these tools.
AI may be the biggest challenge facing the legal profession today, but it is also an opportunity for growth and learning. By leaning into its potential while clearly articulating its limits, lawyers can remind the public of an unchanging truth: that good legal advice is not just about information, it’s about wisdom, accountability, and trust.
