The lawyers at Morrison, Dunne & Brobeck had built a solid reputation representing San Francisco’s railroad and sugar barons. But by 1924, their partnership was falling apart. The firm’s founder had died, and some of the remaining attorneys felt they could do better—much better.
So they did what financially conscious business owners sometimes do: They forced their fellow partners out. The split was hardly amicable. The rebellious partners changed the locks on the office door to keep client information from their ex-colleagues.
