The emergence of generative AI (genAI) has fast-tracked the dispute resolution (DR) sector (including ADR) into a period of extraordinary procedural upheaval. More than 4,500 people attended October 2025’s Legal Geek conference. That number is not a typo. 4,500 people - not limited to tech geeks - gathered to learn about the legal tech revolutionising DR. Based on selected talks from Sir Geoffrey Vos, Shilpa Bhandarkar, Carlos Carvalho, Gordon Crenshaw, Stephen Dowling, Anthony Seale, Shruti Ajitsaria and Muzzy Rahman, here are key use cases/themes of which DR practitioners (DRPs) should be aware.

GenAI tools are now sufficiently mature to be useful for DRPs (including judges and ADR facilitators like mediators) - provided human oversight is applied systematically to the output.

Decide each matter’s tech strategy at the outset, ensuring DRPs remain in control, evaluating/refining/checking genAI output using human legal expertise. Record how all AI-supported tools were used and be ready to explain to a judge/facilitator or parties how results were validated.

Alongside learning the law, train lawyers to apply critical thinking skills when prompting, reviewing, interpreting, challenging, integrating and explaining AI outputs. Training methods are evolving to include virtual tutors (including cloned lecturers), simulations of “AI-augmented workflows” and to train for error-scenarios.

Be transparent and manage client expectations about genAI’s capabilities/limitations, the governance in place, the risks involved and how genAI is being leveraged. GenAI is creating value but, in this transitional period, levels of return on investment remain debatable. Structure pricing models to reflect workflow improvements without overpromising.

GenAI and other AI tools are embedded across multiple tools that can:

  • organise, summarise* and review documents, analyse cases and key concepts, and generate insights into facts, relationships and context to develop and/or challenge case strategy. (*Vos lauded the benefits of AI-generated summaries while cautioning that they do not replace reading the primary source);
  • carry out administrative tasks “to save time and drudgery” (Vos);
  • create first drafts of agendas, emails and summaries, proofread, translate, check for errors, compare versions and find source documents;
  • enhance trial preparation - streamline disclosure, review evidence, retrieve documents, prepare summaries, check sources, identify inconsistences and simulate hearing/trial scenarios;
  • process and benchmark data from your operating systems (who did what, when and how) to introduce efficiency and quality improvements while giving clients transparent access to productivity metrics, including legal spend and case updates;
  • create audit trails for legal/expert/ADR/judicial processes involving genAI that can be proved reliable to courts and clients;
  • test settlement solutions, draft clauses and heads of terms and review proposals/amendments; and
  • manage bundles during ADR meetings and trials (including fact checking).

While adopting AI tools can be a time/resource-intensive process, demanding budget control, expertise and robust governance, the benefits are hard to ignore: more effective processes to secure solutions that meet clients’ commercial needs more effectively; a competitive advantage for both the UK [A]DR sector and inpidual firms; and improved access to justice as usage broadens and the playing field for DRPs is levelled.

AI-enabled workflows, overseen by responsible human use, are fast becoming essential, particularly in large and high-volume cases. Time to join the 4,500 and embrace a touch of tech geekiness.

This article was first published by Construction Law here on 1 December 2025.