eDiscovery: Discovering Data that Matters
The following excerpt is based on the book Tomorrow’s Jobs Today, available at fine booksellers from John Hunt Publishers.
The convergence of technology and the rule of law is expected to intensify over the coming years. It’s a paradigm shift that will force organizations of all sizes, private and public, across all verticals, to balance a world ripe with innovation with an evolving universe of risk and regulatory pressure. Employers and their workforces will be inclined to adapt to this dynamic new digital landscape in their personal and professional lives. Like every era before it, the individuals who lead the way will separate themselves from the pack by identifying, engaging in, and fostering the right opportunities wherever they reveal themselves. And one of those leaders is George Socha, Esq. a renowned industry thought leader who is the co-founder of the widely utilized Electronic Discovery Reference Model (EDRM), a framework outlining standards for the recovery and discovery of digital data. We interviewed him recently for our book, Tomorrow’s Jobs Today.
“People are constantly trying to figure out the most effective ways to get their jobs done. If they have technical barriers in front of them, sometimes they succumb to the enticement to circumvent those with unauthorized approaches.” George Socha
From the interview
George, these interviews touch on global management perspectives. I understand you spent some time with the Peace Corps. What did you learn from that experience that you’ve carried into your career?
The old marketing slogan for the Peace Corps was the toughest job you’ll ever want. And I think that’s the best one-line description of my experience. I got a level of responsibility at a young age that I could only have received in a limited number of ways. It was a lot of responsibility with very little structure or guidance. I was out in the middle of nowhere, a long way from any support systems, working with my local counterparts who were similarly situated. We had to figure out how to get things done ourselves and not count on support from anyone.
It was often a confusing and chaotic environment where the goals were very poorly defined. There was a lot of confusion. It sounds a lot like the world of electronic discovery, especially in its early days. So that was a part of the value. The more considerable value, though, is that it helped open my eyes to a better understanding that there is an enormous world out there. People approach things in different ways with different motivators, and at the same time, I recognized some commonalities.
I had to learn a completely different language, French, as well as enough of the local languages to do some basic navigation in the marketplace. It’s not that different from having to figure out things like electronic discovery where there wasn’t even a language when we started studying it. To try and understand cultural differences is kind of like figuring out the differences between how lawyers and how IT professionals approach things. Two different worlds that don’t necessarily historically communicate with each other very effectively. But there are a lot of commonalities, and the best approach is just appreciating how big and complex the world is when combined with the possibility you might be able to make a difference.