Gallagher & Kennedy shareholders Joshua S. Becker, Donald Peder Johnsen, and Terence W. Thompson provide authoritative perspectives on AI’s ethical boundaries, operational disruptions, risks to the human element of lawyering, and the transformative changes reshaping legal practice.
"Law Meets Machine: How Artificial Intelligence is Transforming the Practice of Law"
Authored by Michael Gossie, Editor in Chief at Az Business Magazine | January/February 2026
Artificial intelligence (AI) is no longer on the horizon of the legal industry — it is here, and it is already rewriting the rules of how law firms investigate, prepare, manage and deliver services. While some attorneys see AI as a challenge, others view it as a game-changing opportunity to increase efficiency, improve client satisfaction and reimagine the future of legal work.
From research to relationships: A paradigm shift
“AI is shifting how cases are investigated, researched, prepared and presented,” says Amy Abdo, director at Fennemore and one of Az Business magazine’s Top 100 Lawyers in Arizona for 2026. “We are staying ahead of this disruption by using AI tools and experts to assist in undertaking a heightened level of analysis of evidence, case law and data presented by our adversaries.” But Abdo also stresses the importance of maintaining authenticity, empathy and credibility — particularly with jurors who are increasingly skeptical in this digital age.
This balance between innovation and tradition is echoed across the legal field. AI’s ability to quickly and efficiently analyze vast quantities of information has made it an invaluable tool in everything from discovery to case strategy.
Used correctly and ethically, these are valuable tools that have the potential to reduce the costs of legal representation, improve client satisfaction and enhance lawyer quality of life.
Joshua Becker, Shareholder
The ethical imperative
However, Becker warns of the ethical pitfalls: “AI tools, while proficient in processing data, often lack an understanding of legal concepts, the nuances of particular legal issues and the ability to interpret the law in a proper context.” The risk, he says, lies in lawyers over-relying on these tools without verifying their outputs — potentially violating ethical obligations to provide competent, accurate representation.
Jodi R. Bohr, shareholder at Milligan Lawless and also one of Az Business magazine’s Top 100 Lawyers, emphasizes the importance of personal responsibility: “I have embraced [AI] by becoming an early adopter. I am learning what I can to follow ethical considerations while using AI more effectively.” For many legal professionals, the goal is not to replace human judgment, but to enhance it.
Training the next generation
As AI tools become more embedded in practice, law firms are rethinking how they train young attorneys. “We cannot train them 'how we were trained',” says Shelley Detwiller DiGiacomo, partner at Engelman Berger. “I am focusing on providing as much context as I can when giving feedback to associates to help them better evaluate the starting points the new tools deliver.” AI is changing not only how legal tasks are done, but how new professionals learn to think, analyze and grow within the industry.
David W. Wilhelmsen, partner at Snell & Wilmer, sees a similar trend: “Although it will hardly be unique to the legal industry, artificial intelligence is likely to change the practice of law … We are preparing for this challenge by training young lawyers to sharpen their analytical skills and critical thinking.”
AI vs. the human touch
The fear that AI might erode the human element of law is real — and not without merit.
Attorneys must face a growing perception among consumers that AI can be a productive alternative to the hands-on analysis and advice that is at the essence of the attorney-client relationship. We must help clients understand that the true legal ‘advice’ they need requires a real relationship with a professional, not a one-time chatbot search.
Donald Peder Johnsen, Shareholder
Andrea Lovell, office managing shareholder at Littler, also stresses the importance of maintaining human connection: “AI is one of the biggest challenges and opportunities facing the legal industry… This includes carefully balancing potential efficiencies and cost savings with an awareness of the imperfect nature of the technology and the need to maintain a personal touch as trusted advisors.”
A cautious embrace
For many firms, the approach is cautious curiosity. “Artificial intelligence is the biggest challenge,” says Stephanie J. Quincy, shareholder at Greenberg Traurig. “It has the potential to make the legal industry more accessible to non-lawyers and cheaper. But it also seems to have empowered laziness, thoughtlessness, and a belief that it is a substitute for lawyers or thinking.”
Her team is exploring Al’s use “very carefully,” hoping to learn from others’ successes and failures.
Gary Smith, attorney at Guidant Law, takes a more philosophical stance: “Generative AI and the replacement of human minds in the push to ‘systematize’ law… In time, this will strip law practice of its population and its humanity.” Still, he acknowledges its present value: “Until then, I’m embracing and leveraging its capabilities inside of my law practice.”
Operational transformation
Beyond the courtroom, AI is reshaping the operational backbone of law firms.
Implementation of generative artificial intelligence will be a common theme and catalyst regarding issues that have traditionally confronted law firms.
Terence W. Thompson, Shareholder
He cites Al’s impact on technology management, retention, hybrid workforce challenges, client intake, billing and cybersecurity.
Mitchell J. Resnick, president and co-founder of Resnick & Louis, connects Al’s rise to broader industry pressures: “One of the biggest challenges will be whether insurance companies can keep pace with the overwhelming volume of litigation while also facing a shrinking pool of professionals entering claims and insurance defense law.”
To stay ahead, Resnick & Louis has invested in employee retention and internal support systems. “We’ve established an in-house recruiting department and hired a Director of Attorney Success … We have put many resources into providing a great experience for our clients,” Resnick explains.
What’s next?
As AI continues to evolve, so too will the way legal services are delivered, consumed, and valued. Law firms that adapt with intention — balancing speed with substance, innovation with insight — will lead the industry into a new era of practice.
Whether you see AI as an existential threat or a transformative tool, one thing is certain: The legal landscape in five years will look very different than it does today.
The profession is at a crossroads — one where technological fluency, ethical vigilance and human empathy must all coexist. As AI enters the courtroom, the conference room and even the classroom, the future of law will belong to those who know how to use it — wisely.
See page 122 of the January/February 2026 Az Business magazine.
Click here to read the article published by AZBigMedia.
about our attorneys
Joshua Becker is a forward-thinking adviser who anticipates how to best position his clients relative to regulatory changes, evolving market conditions, and the competitive landscape. He brings 18 years of experience in franchising and intellectual property law to clients that include companies of all sizes from a myriad of industries, among them established and fast-growth franchisors, technology development companies, service providers, and distributors.
Donald Peder Johnsen represents governmental entities, schools, nonprofit organizations, and other public and private employers in all aspects of employment and labor law, including discrimination and sexual harassment, wrongful discharge, breach of contract, wage and hour disputes, arbitrations, and labor practice charges. As outside counsel, he helps clients mitigate risk regarding drug and alcohol testing, non-competes, labor relations, handbook policies and procedures, and employee hiring, discipline, and discharge procedures.
Terence W. Thompson focuses his practice on corporate business mergers, acquisitions, financings, and public-private partnerships. His work spans strategic joint ventures, water and wastewater infrastructure projects, sports facility financing, and physician-hospital agreements. In addition, Terry advises businesses and organizations on governance and operational matters. He also represents nonprofit entities, including healthcare organizations, country clubs, civic and community groups, and governmental bodies.
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