Join NAPCO in Bellevue, Washington August 17-20, 2025
Read more →NAPCO membership is open to presiding, chief and leadership judges, court executives and others …
Read more →Since the publication of my technical article “My ‘Hallucinating Experience with ChatGPT’”, I have struggled with the extent to which I should or should not be using artificial intelligence (AI) to perform my judicial duties. It seems that other judicial officers have engaged in similar soul-searching.
The question was considered during President Donald Trump’s first term in office: What would happen if his administration ignored a court order? Now, news articles are considering the issue once again, and commentators are using the term “constitutional crisis” to describe worst-case scenarios.
NCSC’s board of directors has selected Elizabeth Clement as the organization’s fifth president and chief executive officer. Clement, currently the Michigan Supreme Court chief justice, will succeed Mary McQueen this spring.
On February 11, 2025, the Conference of Chief Justices (CCJ) and the Conference of State Court Administrators (COSCA), shared a document titled ICE – Structure, Functions, Geographic Distribution, Contacts (Feb 2025).
On February 10, 2025, the National Association of Court Management announced an updated Courting AI: Understanding Artificial Intelligence in Courts Guide. The guide is available at NACM Store – National Association for Court Management (nacmnet.org) and there is a cost associated with it. NAPCO is hoping to host a webinar on AI in the near future for our members.
Chronic lateness. Constant interruptions. Continuous “multitasking.” If you exhibit some seemingly small behaviors often enough, the repeated disrespect can destroy relationships and hurt culture. Here’s how leaders can model better choices.
Recent return-to-office (RTO) mandates like those at the Federal Government, Amazon, UPS, Tesla and Boeing have a simple message: Come back to the office five days a week. CEOs cite productivity as a core reason for these proclamations, even in the face of employee resistance. Many executives simply don’t trust that employees are as effective as possible when managers can’t see them at their desks.
Nearly two-thirds of US-based employees we surveyed said the pandemic caused them to reflect on their purpose in life. And nearly half said that they are reconsidering the kind of work they do because of the pandemic. Millennials (ages 29-44 today) were three times more likely than others to say that they were reevaluating work.
