Faster is not always better: Why efficiency should not be the only goal of legal work

Efficiency is the new currency

In today's business world, efficiency is considered the highest virtue. Processes are optimized, tools introduced, time tracking systems set up – and those who manage to achieve more in less time are considered particularly successful. This trend is also noticeable in law firms and legal departments: every minute counts, every second needs to be used.

But despite all the enthusiasm for efficiency, the question arises: Have we forgotten what good legal work is all about? Is speed always a real advantage – or can the pressure to be efficient ultimately even be counterproductive?

The pressure to be efficient in everyday legal work

Hardly any other professional field is as influenced by the ticking of the clock as legal practice. Whether in consulting, contract review or litigation, turnaround times are being shortened, processes digitized, and services tracked. Legal tech, AI, automated templates – all of this promises faster processes and less effort.

The problem? With each new tool, not only does efficiency increase, but so do expectations. If a contract can be reviewed in two hours today, the question is no longer whether the quality is right – but why it can't be done in one.

This creates a vicious circle: technological support leads to a higher pace, which in turn leaves less room for depth of content. The demand for speed displaces the time for reflection, classification and discussion.

Time for reflection is not wasted time

Legal work thrives on precision, contextual understanding and argumentation. All of this requires one thing: time. Time to get to the bottom of a problem. Time to read between the lines. Time to develop creative, sustainable solutions.

Particularly in complex cases, it is often not the first answer that counts, but the considered one. Those who react immediately risk overlooking important things. Those who take their time recognize connections, evaluate risks in a more differentiated way and make more sustainable decisions.

This has also been proven neurologically: small breaks, mental detours or short interruptions promote creativity, decision-making and concentration. The best ideas rarely arise under time pressure – but in the moment of deceleration.

The role of AI: tool or pacemaker?

AI can be a game changer – if used correctly. As a tool that takes on repetitive tasks, sorts information and recognizes patterns. It frees up space by reducing routine. But it must not become the pace-setter.

If AI merely ensures that even more tasks are completed in even less time, its potential is wasted. Instead of allowing time for reflection, it further compresses the working day. The danger is that technology becomes a burden, not a relief.

That's why the real power of AI lies not in speed, but in the quality it unlocks – when used consciously. Not to replace human thinking, but to enable it.

A plea for balance instead of continuous performance

Of course, efficiency is important – especially in a time when teams are under pressure, budgets are limited, and expectations are growing. But efficiency must not become an end in itself. If you want to deliver legal quality, you need both: powerful tools and the freedom to use them sensibly.

This also means allowing breaks. Defending time to think. Designing technologies to relieve the burden – not to drive it. And promoting a culture in which quality comes before speed.

Conclusion: Quality through deceleration

Faster is not always better. Legal excellence does not come quickly, but through analysis, reflection, and classification. AI and efficiency tools can support us – if they are used wisely.

The challenge is to see technology as a way to focus, not as a clock. After all, what distinguishes lawyers is not only the ability to work efficiently, but also the ability to ask the right questions, recognize connections and provide viable answers. And for that, one thing is needed above all: time.