The Enterprising Barrister

Atalanta Goulandris, a former barrister, is an independent academic researcher and Visiting Lecturer in Criminology at City, University of London.

1. The Enterprising Barrister
I. The Research
II. Ethnographic (Re)Immersion
III. Observation
IV. Research Context: A Period of Crisis
V. Theoretical Framing of the Legal Profession
VI. Early Perspectives
VII. Professional Jurisdictions
VIII. The Neoliberal Profession
IX. New Modes of Governance
X. The Structure of the Book
2. Old Bar, New Bar: Reforming the Profession
I. The Early Origins of the Bar
II. The Inns of Court: Influence, Control and Training
III. A Gentleman’s Profession: Status and Distinction
IV. Lawyer Monopolies and Jurisdictional Disputes
V. Representation and Regulation
VI. Legal Aid and the Growth of the Bar
VII. Calls for Reform
VIII. Loss of Monopolies and Internal Reforms
IX. The End of an Era: The Courts and Legal Services Act 1990
X. Solicitor Advocates
XI. State Withdrawal: Reduction of Legal Aid – Civil Work
XII. Transforming Legal Aid
XIII. The Neoliberal Bar: Independent Regulation and the Legal Services Act 2007
3. The Business of Chambers
I. The Traditional Chambers Model
II. The Growth of Chambers and the Rise of Specialist Teams
III. Location: Front Stage, Backstage and Chambers as a Virtual Space
IV. The New Commercialism: Business and Management
V. The New ‘Super Clerk’
VI. Chambers as a Business
VII. Chambers’ Branding
VIII. ABS and Going ‘Global’
IX. Online/Virtual Chambers
X. A Traditional Chambers Model or Something New?
4. Getting in, Fitting in: The Enterprising Aspiring Barrister
I. Pupillage Places
II. The ‘Special’ CV
III. Mini-pupillages
IV. Further Educational Qualifications
V. Other Work Experience
VI. The Implications of these New Trends
VII. Pupillage Selection Processes
VIII. The Sifting Stage
IX. The Interview Stage
X. Discussion
5. Getting Work: The New Marketeers
I. Barristers and Solicitors
II. The Self-Promoting Barrister
III. Online Branding, High Visibility and Social Media
IV. Marketing in Groups/Teams
V. Individual Initiatives: Specialism, New Practice Areas and Diversification
VI. Relationship Building
VII. Attitudes to Marketing
6. Direct Access
I. Fees
II. Suitability
III. Client Contact: ‘I Don’t Want to be a Solicitor’
IV. Off ending Solicitors: Biting the Hand that Feeds You?
V. Public Awareness
VI. What Next?
7. Bar Culture
I. The Development of Bar Ideology
II. Excellence, Commitment and Integrity
III. Independence and Self-Employment
IV. Independence and Excellence Constrained
V. The Loss of State Support
VI. Powerful Clients
VII. Conditional Fee Agreements
VIII. Managerial Reforms and Independent Regulation
IX. Civil Procedure and Costs Rules
X. Public Service and Pro Bono
XI. Discussion
8. Community, Unity and Fragmentation
I. The Inns of Court and Circuits
II. Specialist Bar Associations
III. Chambers
IV. A United Bar or an ‘Imagined Community’?
V. The ‘Private/Public Divide’
VI. Changing Chambers
VII. Women at the Bar
VIII. Discussion
9. Conclusion: A New Bar, with a New Kind of Barrister?