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Elite law firm wholly white partners and debate on diversity



In a 1996 law review document for corporate law firms, David B. Wilkins of Harvard and Mitt Gulati of Duke identified a reason for this model: To become a partner, a collaborator must be trained, which usually involves work on important cases and

But there are far fewer opportunities to be trained than junior lawyers in most businesses, and they are largely given out at the discretion of existing partners who, according to the authors, are attracted by " which reminds them of themselves. "[19659002] Paul, Weiss holds sessions to teach his attorneys how to suppress their unconscious bias, and has official programs to help women and minority partners deal with their partners. current and former lawyers have said that these measures depend heavily on the appetite of the individual partners involved, which is often not great.

A former female assistant who is not white said that the divert Mentors were encouraged to keep in mind that nobody was colorless. But when he met his white male mentor for the first time, she said he told her: "I do not see the color. I do not see this as mentoring for diversity, I think this is mentoring. He promised to include her in the deal, she said, but she never did.

"I think the informal mentoring relationship that develops organically is complete, the more successful relationships," said David W. Brown, one of the African-American partners of the firm.

Mr. Brown said that as an associate he had invested a lot of energy in cultivating Mr. Johnson, the former Secretary of Homeland Security, as a mentor, even sending him articles from The New Yorker. "I would actually print them and send them to Jim in a manila bag," he said. "A lot of what we did was politics."


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