Legal skills and practice Books

Book SynopsisFollowing a relatively slow start to embrace the direct application of concepts that have revolutionised the tech and manufacturing sectors, law firms are increasingly placing ‘Agile’ – described as “the best kept management secret on the planet” – on their business development agenda. In response to Covid-19, many firms have proven their capacity for agile decision making and have accelerated their development of a more agile working model. But this requires more than digitisation and remote working. This Special Report is the essential guide for every law firm leader who wants to move beyond the reactive to the strategic adoption of proven agile principles. Being able to adapt smartly to client needs, competitor threats and employee expectations are at the core of this report, which is built around a self-assessment tool and practical framework for implementing Agile. This Special Report covers: •What is Agile and how has it been used across industries? Explores the most important uses of agile thinking and models, from those that have transformed the worlds of technology, consumer products and complex projects, to the hybrid agile working model that many law firms seek to adopt post-Covid-19; •Why Agile? Looks at where adopting agile principles in your firm will make a difference and how these ideas connect with client value, digital transformation, innovation and collaboration; •Where can we utilise Agile in law firms? Examines the different parts of a law firm and explains which agile models and tools can be used where, using legal sector case studies; •How Agile are you? Outlines a practical diagnostic for assessing your level of agility in each area of the firm; and •What next? Covers planning and implementing an agile programme, from mindset and language change to organisational design and client engagement. The report also provides examples of Agile programme outlines for law firms large and small which can be adapted depending on individual needs. In short, this report includes everything law firm leaders need to get started on their own agile journey.Trade ReviewOur world has radically changed, and law firms inevitably will change along with it. The law firm of the near future will be client-centric, flexible, intrapreneurial, and continuously improving -- in a word, it will be Agile. In this landmark book, Chris Bull has not only assembled a comprehensive step-by-step guide to building an Agile law firm, but has issued a clarion call for lawyers to apply the principles and aspirations of Agility to the mission of law firms and the vision of the legal profession. Managing partners looking for a blueprint to the post-pandemic law firm need look no further. -- Jordan FurlongBorrowing from the contemporary lean and agile principles used to optimise development and production processes, Chris Bull’s The Agile Law Firm succeeds in providing a practical manual for law firm leaders. This easy-to-read book argues why and how traditional law firms of all sizes need to embrace deep changes to enable them to continue to serve clients and prosper. The legal services ecosystem is evolving rapidly; to stand still is to go backwards and eventually lose touch with what clients and staff alike want from an effective law firm. -- Dr George BeatonChris has a huge amount of valuable experience in every aspect of running a law firm - it is great to see him focus on a strategically important area like this. An essential read for everyone involved in law firm leadership in these changing times. -- Derek SouthallEngagingly written, fast-paced and comprehensive, Chris Bull's new book The Agile Law Firm provides an essential blueprint for any law firm wanting to succeed in the second decade of the 21st century. Agility is the key and Chris clearly explains its significant concepts and methodologies, providing the reader with a practical toolkit to bring about positive change, no matter the size and nature of their organisation. -- Christina BlacklawsTable of ContentsI. Welcome to the Agile world 5 1. The Agile imperative 5 2. The Agile organisation 7 3. The Agile mindset 10 4. How this Special Report works 11 5. A word about you 13 6. A brief history of Agile 15 7. Ten attributes of the Agile organisation 21 8. The limitations of Agile 23 9. Introducing the Agile law firm 25 II. Client-centricity 33 1. Clients at the centre 33 2. Legal project management 41 3. Legal project management today 44 4. The role of the legal project manager 58 5. Implementing LPM – should we apply LPM essentials to every client matter? 59 6. Implementing LPM – how do we get our people engaged with LPM training? 61 III. Constantly innovating and improving 65 1. Introducing innovation 65 2. Lean and Six Sigma 77 IV. Insight-driven 83 1. Velocity 83 2. The insight-driven firm 84 3. Is data your ‘new oil’? 87 V. Highly autonomous teams 109 1. Agile and the liquid workforce 109 2. Designing the Agile network of teams 111 3. Evolving teams into Agile teams 113 VI. The human dimension 121 1. Valuing individuals 121 2. Becoming more human in the 2020s 123 3. Rethinking our relationship with employees – adopting the EACH model 126 4. The servant leader 130 5. Agile performance management 131 6. How Agile teams and project management enhance your human dimension 133 VII. Fluid and flexible (workplace and workforce) 135 1. The legal workplace and workforce reimagined 135 2. Embracing Hybrid/Agile working 139 VIII.Organically collaborative 149 1. Network and platform organisations 149 2. Collaborate to grow – the Agile growth strategy 151 IX. Restless, radical and challenging .157 1. Strategic agility 157 2. The competitive imperative 165 3. A new anatomy for your law firm – fit for the future 170 4. Agile governance 173 5. The next generation C-suite 176 X. Digital 185 1. Digital transformation 185 2. The impact of technology on legal work 188 XI. United by a common purpose 195 1. Aligning with purpose 195 2. Purpose into practice – being Agile about becoming Agile 196 3. What now? 199 Notes 202 About the author 205 About Globe Law and Business 207

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Book SynopsisWith continued pressure from human rights organisations and socially conscious shareholders, investors, clients and employees, there is little doubt that every law firm must have environmental, social and governance (ESG) issues at the core of its business strategy. However, the implementation of an ESG strategy should not be a box-ticking exercise; rather, it requires firm-wide commitment and involves the full integration of ESG criteria into the strategy, operations and ethos of the firm, in relation to both the firm itself and its dealing with clients. Increased regulation, stronger business ethics and attitudes to climate change, environmental protection, employment standards, sustainable finance, risk and governance, community engagement, corruption and human rights are evolving at an unprecedented rate. As a result, the development of robust, long-term ESG initiatives in these areas can provide law firms with manifold benefits, including the opportunity to: gain competitive advantage; retain their license to operate; make cost savings due to operational improvements; attract, engage and retain clients and employees; increase value and service offerings to clients through advising them on their own sustainability transformation; and enter new markets. This Special Report looks at the business drivers for sustainability in law firms and offers a practical toolkit to guide law firms on their ESG journey. It will make essential reading for all lawyers, law firm leaders and management teams who are involved in implementing sustainability strategies at both a firm and practice group level.Table of ContentsIntroduction 7 Part I: Sustainability and law – setting the scene 9 1. Definitions: ‘corporate social responsibility’, ‘sustainable development’ or ‘ESG’? 10 2. Sustainability: from slow raising of awareness to exponential growth of regulations 12 3. Law firms: towards proactive engagement in the sustainability journey 16 4. The Sustainable Development Goals: a universal compass for businesses and law firms 23 Part II: The business case for sustainability in law firms 35 1. Introduction: sustainability as a competitive edge 35 2. The underestimated power of culture and purpose 36 Case Study 1 41 Living up to our statutory purpose Laëtitia Cano, Centaure Avocats 3. The pivotal responsibility of law firms as advisers to their clients 43 Case Study 2 45 The client perspective: the ESG transformation and its impact on law firms Martin Fischer, Fellowships at Auschwitz for the Study of Professional Ethics Case Study 3 50 Developing a multi-disciplinary ESG practice Didier G Martin and Eleanor Forshaw, Gide Loyrette Nouel 4. The law firm as a sustainable employer 57 Case Study 4 57 Why we should expect more responsibility from law firms Franziska Adelmann, law student, Bucerius Law School Case Study 5 72 Embracing diversity and inclusiveness Maria-Pia Hope, Vinge 5. Law firms expected to have their governance in place 75 6. A law firm’s organisational and operational responsibilities 84 7. Strategy, positioning, differentiation – and their alignment 96 Case Study 6 100 Setting the standards for sustainable success Paula Gomes Freire, Vieira de Almeida Part III: How to engage in transformation – our approach to sustainability in law firms 103 1. Understand the SDGs and develop a sustainability mindset 105 2. Agree ambitions and purpose 105 3. Assess where you are, internally and externally 106 4. Define priorities and set goals 111 5. Align sustainability and strategy 114 6. Report, communicate, review, improve 119 Case Study 7 120 The case for sustainability reporting Stina Warnstam Drolet and Isabella Bunn, Oxford Analytica Conclusion 123 Appendix 1: Examples of indicators 127 Appendix 2: Examples of important initiatives 131 Notes 135 About the authors 141 About Globe Law and Business 143

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Book SynopsisMergers and acquisitions of law firms of all sizes have become increasingly common as competition for talent and business intensifies and leading firms dominate the market in size and profitability. Lawyers and law firm leaders contemplating the future of their firms need to understand the changing dynamics of the market, and the ways in which mergers and other combinations may or may not help them fulfil their aspirations. Law Firm Mergers offers both law firm leaders and all partners a way to approach the issues, highlighting the best practices gleaned from successful combinations. Beginning with an overview of the forces driving consolidation, it discusses how to formulate and get buy-in for a strategy and how to view a merger as a potential vehicle to accelerate progress. It looks at the advantages and disadvantages of combining with other firms, and offers practical insights about the process – from the best ways to identify and evaluate potential merger candidates, to how to approach those firms, to navigating the negotiations, and common deal terms that can bridge differences over crucial factors such as compensation, capital, and governance. Beyond the financial and strategic challenges faced by firms evaluating a merger, this title also delves into the cultural and human issues that can make or break a merger, from the best way to handle sticking points in negotiations to the ways in which firm leaders can muster support internally and head off opposition from their own partners. Full of practical tips and laced with candid, first-hand insights from leaders who have successfully guided their firms through mergers, this Special Report will be the essential guide for a successful and prosperous law firm merger.Trade ReviewCongratulations! I preordered it. If I wasn’t first, I was close to it months ago; but many others have been waiting for the release too. There is no one (or two) better to guide us on this subject! Gotta go, anxious to read!!!! -- Kevin Joseph BurkeZimmermann and Morris vividly explain the forces behind the rapid consolidation of today’s legal market: how mergers are sometimes a firm’s best response to market pressures and to achieve its strategic goals. The authors outline how to weigh the pros and cons of combining with another firm and how to identify potential merger partners. This practical book offers a wealth of insights about the human issues involved and pitfalls to avoid. Candid interviews with law firm leaders who have successfully merged their firms provide a first-person perspective. The authors succeed in doing all this in a lucid, conversational style. -- Heidi K Gardner, PhDTable of ContentsForeword 7 Peter Zeughauser Zeughauser Group Acknowledgements 11 I. Understanding the flywheel effect 13 1. Introduction 13 2. Some firms are pulling away from the rest in size and momentum 14 3. Compounded growth is a crucial factor 16 4. Within a peer group, larger and more profitable firms have important advantages 17 5. The prospect of a merger can force a firm to address problems 17 6. The risk of doing nothing also has to be weighed 18 Management perspectives 22 II. Designing a strategy around strengths 29 1. Formulate a strategy that extends existing strengths 29 2. Take a hard look at your firm 30 3. Identify opportunities to exploit 31 4. Look for firms that share your strengths and aspirations 32 5. View the issue through strategy 36 6. It pays to be patient 36 Management perspectives 37 III. The special perspective of the smaller firm 41 1. Staying small has drawbacks, however 41 2. The cost of doing nothing is not nothing 43 3. There are tangible advantages to scale 43 4. How to begin evaluating the option 45 5. What to do if you want to go forward 46 IV. Missing the window, or not 47 1. Perform an honest self-evaluation 47 2. Signs the window could be closing 49 3. Standing still carries risks 50 4. Addressing weaknesses 50 Management perspectives 51 V. Taking the driver’s seat 53 1. Being reactive carries risks 54 2. Agree on criteria and frame the discussion around those 54 3. Consensus on the criteria lays the groundwork for a deal later 56 VI. Drawing up the list 57 1. Framing the initial criteria 58 2. Conducting the first screen 60 3. Profiling the most appealing candidates in depth 61 4. Prioritising your targets based on your criteria and feasibility 62 VII. The approach 65 1. Do your homework and gauge your audience 66 2. Dealing with the sceptics 70 3. Keeping quiet and preparing for leaks 73 Management perspectives 74 VIII. The second meeting and beyond 75 1. What to ask for 75 2. Start fleshing out the upside 78 3. Develop a process and a timeline 78 4. Identify make-or-break issues and work through them 79 5. Voice concerns and state priorities, not demands 81 6. Start planning how to communicate with clients 82 7. Be flexible about the legal structure 82 8. Think creatively 82 9. Avoid flipping a switch that will leave someone in the dark 84 Management perspectives 85 IX. Getting partners’ approval 89 1. How to structure a vote 91 2. How to deal with vocal opposition 91 Management perspectives 93 X. Making the deal a success 95 1. Frame a shared strategy 96 2. Build momentum 96 3. Develop and track but-for revenue 96 4. Foster and measure cross-firm collaboration 97 5. Compensate partners for fulfilling the merger goals 97 6. Leaders set the tone 97 Management perspectives 98 Notes 101 About the authors 102 About Globe Law and Business 104

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Book SynopsisAI and the Legal Profession: Transforming the Future of Law explores the profound impact of artificial intelligence (AI) on the legal industry and the transformative possibilities it offers. As AI technologies advance at an unprecedented pace, the book delves into how they are reshaping the practice of law, challenging traditional models, and unlocking new opportunities for legal professionals. It explores how AI is revolutionising legal decision-making and examines the ethical considerations and challenges surrounding the use of AI, such as biases in algorithms, privacy concerns, and the evolving role of human lawyers in an AI-driven world. It explores the use of generative AI in legal research, highlighting the efficiencies gained and the potential for enhanced accuracy and speed in legal processes. Furthermore, the book looks ahead, envisioning the future possibilities of AI in law. It delves into emerging technologies like natural language processing and blockchain, and how they can further transform legal practice, client interactions, and access to justice. Written by leading experts at the intersection of AI and law, this book serves as a comprehensive guide for legal professionals, technologists, and policymakers, and equips readers with the knowledge and insights needed to navigate the rapidly evolving landscape, embrace AI's potential, and harness its power to shape the future of law.Table of ContentsExecutive summary About the authors Chapter 1: An introduction to legal AI By Uwais Iqbal, founder, Simplexico Chapter 2: Foundations of legal AI By Josh Kubicki, Bold Duck Studio Chapter 3: Will AI augment and enhance – or replace? By Sondra Rebenchuk, senior innovation counsel, Blakes Chapter 4: Becoming Ironman Esq. By Cat Casey, chief growth officer, Reveal Chapter 5: AI – the formative years By Jennifer Leonard, University of Pennsylvania Carey Law School Chapter 6: AI in litigation and legal proceedings By Jackie Schafer, founder and CEO, Clearbrief AI Chapter 7: AI and privacy, data, and copyright By Allison Williams, Head of Intellectual Property, Norton Rose Fulbright, South Africa Chapter 8: AI and profitability By Josh Kubicki, Bold Duck Studio Chapter 9: AI and legal ethics By Nerushka Bowan, head of technology and innovation & Gilad Katzav, candidate attorney at Norton Rose Fulbright South Africa Chapter 10: The ethics of AI By Natalie Pierce, partner, Gunderson Dettmer Chapter 11: AI and sustainability law By Valerie Saintot, lawyer, adjunct professor in leadership, organisational performance Chapter 12: AI and the future By Ilona Logvinova, head of innovation, McKinsey Legal

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Book Synopsis“The beauty of the ABCDE model and toolkit is that it is simple but not simplistic, it’s user-friendly and works in practice.”Joanne Gubbay, Former Head of Learning and Development, Slaughter and MayLead your team of lawyers to new heights with this tried-and-tested toolkit, based on 25 years’ practical experience of getting the best out of lawyers.Leading Lawyers distils 25 years of experience at helping people do just that into one easy-to-read practical toolkit. Based on the successful ABCDE methodology, this guide will help you identify your natural leadership style, identify the various needs and personalities in your team of lawyers, and align everything to become a truly impactful and supportive leader.Packed with real-life inspiring examples, ready-made tools and memorable tips, Leading Lawyers will help you reflect on your own communication preferences, and use what you learn to get different stakeholders and different personalities on board.From scoping the project with a client to reviewing progress and success, from on-boarding a new team member to tackling a stubborn problem, there are examples each step of the way and opportunities to plan how to use the approach in practice, so you can become an even more effective team leader.SALLY SANDERSON is a multi-award-winning consultant to law firms. Specialising in leadership, emerging leaders, people and project management, she uses personality profiling to increase self-awareness and speed up development. Her ABCDE approach has been used by thousands of lawyers across the world with outstanding results.Trade ReviewCame across this book and a great insight to how lawyers think and work and lead their teams. The ABCDE model and toolkit appears user friendly. * Amazon *This book is a super easy to read and extremely useful with great practical insights. * Amazon *Table of ContentsPart 1Provides an overview of the ABCDE model which helps leaders to get better results from their teams. Then each section of the model is explored in detail, with case study examples, and with opportunities for you to do some planning on how to use it in practice. If you have never considered your own personality preferences, after the overview you might like to use Part 2 before reading the detailed sections in Part 1. Part 2This section explores different leadership styles and how they link to the ABCDE model. It should help you to identify your own style preferences. We start by looking at leaders with a very clear style where one personality preference dominates their way of communicating. But most people have more than one preference in their style, so we look at a range of leaders commonly found in law firms who represent a combination of two or three preferences. You may well recognise the style of some of the case study leaders.Part 3This section gives you some tips on how to work with and align those with different personalities – whether a team member, a boss or a client. It will help you to adapt your own style when you need to do so to motivate, influence and manage others. It will make you aware of which parts of the ABCDE message different personalities listen out for, which parts motivate them and which parts they might ignore, which could lead to lower levels of performance. This section aims to help you get the best out of your interactions with all those important for your team’s and project’s success.Part 4This is the first part of the ABCDE toolkit. It provides a series of ABCDE conversation tools to help you in different situations where you are leading and managing a project team – whether for clients or for internal projects such as for business development or making your firm more competitive. Tools include scoping and planning, briefing the team, delegating part of a project, reviewing progress, reporting to stakeholders and conducting an end of project/matter review.Part 5The second part of the ABCDE toolkit focuses on conversation leaders have with individual team members from when they join the team through to delegating, praising, coaching, tackling problems, performance reviews and development planning. Whether a team member is a high flyer, a solid performer or struggling, you can adapt these tools to give them the support they need to deliver their best.AppendixThis section gives you some links to personal profiling tools which are compatible with the ABCDE model: DISC, Insights and Social Styles.

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Book SynopsisHarvard Law-graduate authors Yussuf Aleem and Jake Slowik built a multi-million dollar law practice before they were 30 years old using a novel strategy of business niche specialization. They have now written the story behind their success so that other attorneys can learn from their methods and grow their own successful practices. Drawing on the authors'? own experiences and lessons with illustrative examples and real-life applications, the book teaches how they used a novel strategy of business niche specialization to quickly grow their law practice amidst a rapidly changing global economy. The book illustrates why business niche specialization worked for the authors, the characteristics of a business niche that make it right for a law practice, and how the authors adopted specific business tactics that aligned with their strategy and maximized their chances for success. Its innovative, tried and true methods have been broken down into applicable steps so that a strategy can be developed and executed in a way that works for the reader and their specific skill set. From new lawyers who are looking to jumpstart their legal career to established attorneys who need to revitalize their practice and boost their marketability, this book presents an opportunity to anyone who is struggling to succeed in the legal marketplace.Table of ContentsContents: Introduction 2. Our Myths of the BigLaw System 3. Business Niche Specialization 4. Small Law Business Development 5. Small Law; Smart Billing 6. Staffing a Small Firm 7. Is Partnership Right for Me? 8. An Argument for Ethics 9. Building a Sustainable Practice Index

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Book SynopsisHarvard Law-graduate authors Yussuf Aleem and Jake Slowik built a multi-million dollar law practice before they were 30 years old using a novel strategy of business niche specialization. They have now written the story behind their success so that other attorneys can learn from their methods and grow their own successful practices. Drawing on the authors'? own experiences and lessons with illustrative examples and real-life applications, the book teaches how they used a novel strategy of business niche specialization to quickly grow their law practice amidst a rapidly changing global economy. The book illustrates why business niche specialization worked for the authors, the characteristics of a business niche that make it right for a law practice, and how the authors adopted specific business tactics that aligned with their strategy and maximized their chances for success. Its innovative, tried and true methods have been broken down into applicable steps so that a strategy can be developed and executed in a way that works for the reader and their specific skill set. From new lawyers who are looking to jumpstart their legal career to established attorneys who need to revitalize their practice and boost their marketability, this book presents an opportunity to anyone who is struggling to succeed in the legal marketplace.Table of ContentsContents: Introduction 2. Our Myths of the BigLaw System 3. Business Niche Specialization 4. Small Law Business Development 5. Small Law; Smart Billing 6. Staffing a Small Firm 7. Is Partnership Right for Me? 8. An Argument for Ethics 9. Building a Sustainable Practice Index

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Book SynopsisExpertly combining negotiation theory and practice, Negotiation and Dispute Resolution for Lawyers demonstrates how lawyers can deliver enhanced levels of service to their clients. Comprehensive and engaging, the book is a lawyer’s guide to resolving conflict, negotiating deals, preserving important client relationships, and ultimately becoming truly effective problem solvers.Key features: Accessible explanation of key concepts relating to negotiation, as well as less familiar ideas such as planned early dispute resolution and guided mediation Introduction to the strategies, tactics and core skills required for effective negotiation and conflict resolution, including how to overcome cultural and technological barriers Learning and unlearning processes facilitated by relevant examples, figures, and practical tools such as checklists With its broad scope and emphasis on practical application, this richly detailed book is an essential resource for lawyers in private practice and in-house corporate counsel. Lawyers in training will benefit from its nuanced approach to negotiation within a legal context, helping to broaden their repertoire of advisory, advocacy, counselling, and process design skills.Trade Review‘In creating this book, Professor Jordaan has meticulously laid out his analysises and approaches, backed by cross-discipline research and data. This approach is intended to enable lawyers to advance their client's best interests outside of a traditional legal framework but with all of the expertise and problem-solving skills that being a lawyer entails, and it does it incredibly well. This book’s clean format and easy-to-follow layout allow it to be both a volume to “read” and a book to keep near to hand as a reference volume. Professor Jordaan's work here is as essential to lawyers now as Getting to Yes was forty years ago.’ -- Denise Ereka Peterson, FCIArb (Chartered Institute of Arbitrators)‘Barney Jordaan has written a text for the times. It is a classic text on international negotiation and dispute resolution, balancing theory with practice, law with behaviourism, analysis with opinion. This is a grand narrative, written with authority, poise and elan.’ -- Laurence Boulle, University of Newcastle, Australia‘The scope of the book and depth of analysis is ambitious, delivering valuable insights, ideas and tools on a wide range of topics crucial to modern legal practice. It is difficult to conceive of future-oriented lawyers operating successfully without embracing and putting into practice the negotiation skills covered in it. What really stands out for me in this comprehensive treatment is the infusion of psychology and neuroscience and their application to traditional processes of dispute prevention and resolution. Hugely valuable for anyone serious about the practice of law.’ -- Chris Todd, Bowmans, South Africa‘I highly recommend this outstanding treatise. With a focus on the role of lawyers, the treatise outlines crucial strategic decisions throughout a dispute. Bringing in the most up-to-date understanding of human behavior and weaving interdisciplinary expertise throughout, this well-organized and straightforward book makes it easy for lawyers to comprehend both the theory and practice of negotiation and dispute resolution.’ -- Andrea Kupfer Schneider, Marquette University, USTable of ContentsContents: Foreword Preface PART I THE CHANGING WORLD OF LEGAL PRACTICE – CHALLENGES AND OPPORTUNITIES 1. Changes affecting the practice of law 2. The lawyer as problem solver 3. A different mindset and approach PART II HANDLING CONFLICT 4. Understanding conflict 5. Biases in decision-making PART III NEGOTIATION 6. Understanding negotiation 7. Negotiation preparation and planning 8. Negotiation planning 9. Developing a Negotiation Strategy 10. Executing the negotiation 11. Ethics in negotiation PART IV SKILLS AND COMPLICATING FACTORS 12. Essential skills for problem solving 13. Complicating factors PART V THE LAWYER AS PROCESS ARCHITECT AND ADVISER 14. Dispute resolution processes 15. Representing a client in mediation 16. Dispute process design 17. Legal fee arrangements Annexure A: Negotiation Preparation Template Annexure B: mediation checklist Annexure C: checklist for mixed-mode processes Annexure D: planned early dispute resolution system Annexure E: guided mediation draft clause Annexure F: Joan Ollins and Billy Branson Index

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Book SynopsisExpertly combining negotiation theory and practice, Negotiation and Dispute Resolution for Lawyers demonstrates how lawyers can deliver enhanced levels of service to their clients. Comprehensive and engaging, the book is a lawyer’s guide to resolving conflict, negotiating deals, preserving important client relationships, and ultimately becoming truly effective problem solvers.Key features: Accessible explanation of key concepts relating to negotiation, as well as less familiar ideas such as planned early dispute resolution and guided mediation Introduction to the strategies, tactics and core skills required for effective negotiation and conflict resolution, including how to overcome cultural and technological barriers Learning and unlearning processes facilitated by relevant examples, figures, and practical tools such as checklists With its broad scope and emphasis on practical application, this richly detailed book is an essential resource for lawyers in private practice and in-house corporate counsel. Lawyers in training will benefit from its nuanced approach to negotiation within a legal context, helping to broaden their repertoire of advisory, advocacy, counselling, and process design skills.Trade Review‘In creating this book, Professor Jordaan has meticulously laid out his analysises and approaches, backed by cross-discipline research and data. This approach is intended to enable lawyers to advance their client's best interests outside of a traditional legal framework but with all of the expertise and problem-solving skills that being a lawyer entails, and it does it incredibly well. This book’s clean format and easy-to-follow layout allow it to be both a volume to “read” and a book to keep near to hand as a reference volume. Professor Jordaan's work here is as essential to lawyers now as Getting to Yes was forty years ago.’ -- Denise Ereka Peterson, FCIArb (Chartered Institute of Arbitrators)‘Barney Jordaan has written a text for the times. It is a classic text on international negotiation and dispute resolution, balancing theory with practice, law with behaviourism, analysis with opinion. This is a grand narrative, written with authority, poise and elan.’ -- Laurence Boulle, University of Newcastle, Australia‘The scope of the book and depth of analysis is ambitious, delivering valuable insights, ideas and tools on a wide range of topics crucial to modern legal practice. It is difficult to conceive of future-oriented lawyers operating successfully without embracing and putting into practice the negotiation skills covered in it. What really stands out for me in this comprehensive treatment is the infusion of psychology and neuroscience and their application to traditional processes of dispute prevention and resolution. Hugely valuable for anyone serious about the practice of law.’ -- Chris Todd, Bowmans, South Africa‘I highly recommend this outstanding treatise. With a focus on the role of lawyers, the treatise outlines crucial strategic decisions throughout a dispute. Bringing in the most up-to-date understanding of human behavior and weaving interdisciplinary expertise throughout, this well-organized and straightforward book makes it easy for lawyers to comprehend both the theory and practice of negotiation and dispute resolution.’ -- Andrea Kupfer Schneider, Marquette University, USTable of ContentsContents: Foreword Preface PART I THE CHANGING WORLD OF LEGAL PRACTICE – CHALLENGES AND OPPORTUNITIES 1. Changes affecting the practice of law 2. The lawyer as problem solver 3. A different mindset and approach PART II HANDLING CONFLICT 4. Understanding conflict 5. Biases in decision-making PART III NEGOTIATION 6. Understanding negotiation 7. Negotiation preparation and planning 8. Negotiation planning 9. Developing a Negotiation Strategy 10. Executing the negotiation 11. Ethics in negotiation PART IV SKILLS AND COMPLICATING FACTORS 12. Essential skills for problem solving 13. Complicating factors PART V THE LAWYER AS PROCESS ARCHITECT AND ADVISER 14. Dispute resolution processes 15. Representing a client in mediation 16. Dispute process design 17. Legal fee arrangements Annexure A: Negotiation Preparation Template Annexure B: mediation checklist Annexure C: checklist for mixed-mode processes Annexure D: planned early dispute resolution system Annexure E: guided mediation draft clause Annexure F: Joan Ollins and Billy Branson Index

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Book SynopsisDrawing on extensive experience in legal design, innovation, and transformation, this book blends strategic vision with hands-on experience.

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Book SynopsisEffective Communication for Lawyers is an essential guide to communicating in the radically and rapidly changing environment of professional law today. The book offers a deep dive into understanding communication as behaviour, as well as practical tools and insights. It connects theory to practice in order to improve client communication, support the current transformation of legal work and prepare readers for future developments and disruptions in the legal profession. Key Features: Introduces ‘The Dialogue Box’ and explains how to use this foundational communication tool in everyday legal work Provides a solid grounding in the theoretical context and expands the horizons of the relationship between law and communication Offers the reader a clear understanding of why they are communicating and enables effective use of various channels, tools and skills of communication This book will be crucial reading for all practising lawyers, as well as arbitrators, mediators and negotiators. It will also be helpful for law students looking to develop their communication skills ahead of going into practice.Trade Review‘This is a highly useful, clear and interesting read. David Cowan guides us through why great communication is such a vital skill for legal professionals but then, most importantly, he gives the tools which enable us to do this ourselves - impactfully and simply. An excellent contribution.’ -- Christina Blacklaws, entrepreneur and innovator, Chair of LawTech UK and former President of the Law Society of England and Wales‘If communication, as David suggests, is better understood as the activity of sharing, then I think we are all fortunate that he has shared with us his insights into effective communication in this invaluable book. As a practising lawyer, I would rank effective communication as the most valuable skill a lawyer can possess; one that we must continually develop. The Dialogue Box is an excellent practical tool which aids that development for everyone from the first year law student to the most seasoned practitioner.’ -- Tara Doyle, Matheson, Dublin, Ireland‘This book does much more than it says on the tin. As well as being a first-rate practical guide, it offers a deeply informed analysis of the changing nature of legal communications in a digital society. Wide-ranging, well-researched, and ambitious, it should be mandatory reading across the world of law.’ -- Richard Susskind, President, Society for Computers and LawTable of ContentsContents: Preface 1. Dialogue and law – new horizons 2. Law as communication, communication as law PART I THE COMMUNICATING LAWYER 3. Emotional lawyering 4. Collaborative lawyering 5. Changing channel 6. Changing paradigms – confront or collaborate? PART II THE DIALOGUE BOX FOR LAWYERS 7. Introducing the Dialogue Box 8. The Intelligence Zon 9. The Emotion Zone 10. The Interpretation Zone 11. The Narrative Zone 12. Ready to dialogue? Index

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Book SynopsisLegal skills are certain to play an essential role in the future of legal education at both the academic and professional stages. Advocacy, negotiation and fact-finding will be studied alongside the more traditional topics of statutory interpretation and precedent. Once acquired, these skills will become fundamental to future studies and legal practice.;This is an introduction to the acquisition of critical legal skills, exploring how problems can be analyzed and how concepts like justice or efficiency may be used to argue for reform. The materials can be used as the basis of a first year course or an intensive introductory course in the first few weeks, or to develop skills throughout a three or four year course.

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Book SynopsisThis book tailored to the needs of researchers in examining varying methodological approaches from a practical perspective. In addition to the principal approaches now commonly used in legal research issues such as participatory and community-based research as well as empirical methods will also be

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Book SynopsisWith legal fees coming under increasing scrutiny, all law firms, whether they charge by the hour or operate alternative fee arrangements (AFAs) will need to negotiate fees; be it a discount to an hourly rate or a year-long fixed retainer. Budgeting and negotiating skills will be needed by all fee earners with responsibility for agreeing any fees or discounts. The more a firm uses AFAs, the more important budgeting and negotiating becomes. Budgeting and Negotiating Fees with Clients: A Lawyer's Guide is a must-have handbook for individual lawyers, firm leaders and directors of support services who are looking to tackle these challenges head on at both an operational and a strategic level. It provides: * Clear analysis of the increasing importance of budgeting and negotiating fees for all firms whether they have adopted AFAs or rely on hourly rates; * A step-by-step guide for improving individual behaviour and firm-wide processes; and * Practical tools for generating consistently profitable fee structures. Supported by case studies from law firms and law firm clients, along with input from other management consultants, this report covers topics including: * Fee models adopted by law firms; * How AFAs are intensifying the need for budgeting and negotiating skills; * Alternative fees - risks and how to avoid them; * Understanding law firm financial data - a prerequisite for successful budgeting and negotiation; * Creating a realistic matter budget; * An introduction to legal project management; * Overcoming obstacles to negotiating fees effectively; * Managing the negotiation process effectively; * Obtaining the desired fees and structures; * Tips, tactics and tricks for negotiating; * Developing a strategy for better budgeting and negotiating; * Implementing change and embedding best practice; * Business tools for budgeting, negotiating and client communication; * How to operate value billing; and * Best practice law firm negotiation from a client's perspective. This invaluable resource also includes supporting checklists and templates to allow readers to start putting the lessons learnt throughout the report into practice immediately.Table of ContentsExecutive summary...VII About the author...IX Acknowledgements...XI Part One: Understanding law firm fee models, budgeting and negotiation Chapter 1: The universal law firm fee continuum...3 Fee models adopted by law firms...3 Introducing the universal law firm fee continuum...4 Common positions on the continuum...4 Why firms must progress along the continuum...7 Chapter 2: How AFAs are intensifying the need for budgeting and negotiating skills...9 Alternative fees: Hype or reality...9 Continued forces of change...10 Impact of AFAs...14 Chapter 3: Alternative fees - Risks and how to avoid them...17 Risk 1: Alternative fees are not as profitable as hourly rates...17 Risk 2: Alternative fees transfer risk to the law firm...18 Risk 3: Alternative fees will lead to commoditization and erode premiums...20 Risk 4: Alternative fee structures are not compatible with billable hours targets...21 Chapter 4: Understanding law firm financial data - A prerequisite for successful budgeting and negotiating...23 The significance of profit...24 The importance of cash...26 Traps for the unwary...28 Actionable data...28 Chapter 5: Creating a realistic matter budget...33 Are budgets necessary?...33 The link between annual and matter budgets...34 Historic price information...35 Matter plans...36 Matter budgets...38 A word on tools...42 Chapter 6: Staying within budget - The art of legal project management...43 Executing the matter plan...43 Monitoring performance and making adjustments...44 Sizing up the legal project management revolution: Origins, implementation and future direction By Pamela Woldow and Douglas Richardson, Edge International...45 Chapter 7: Overcoming obstacles to negotiating fees...53 Overcoming obstacles at the individual lawyer level...53 Firm-wide support...56 Chapter 8: Managing the negotiation process...59 Negotiation stages...59 Chapter 9: How to obtain the desired fees and structures...65 Distinguishing value from price...65 Determining value...65 Creating options...68 Ingredients of winning proposals...69 Chapter 10: Tips, tactics and tricks...71 Tips...71 Tactics...75 Tricks...78 Chapter 11: Developing a strategy for better budgeting and negotiating...81 Taking stock...81 Developing and communicating vision and strategy...83 Chapter 12: Implementing change and embedding best practice...87 Developing personal insight...87 Changing structures and systems...88 Developing firm wide and individual capability...91 Changing firm culture...94 Delivering success...94 Part Two: Case studies Case study 1: DMH Stallard LLP - Business tools for budgeting, negotiating and client communication...101 The business tools...101 How the tools were developed...102 Implementation...102 Impact on the firm...103 Continuous improvement and challenges for the future...104 Case study 2: Crowell & Moring LLP - Using AFAs and value-based billing...105 Alternative fees used by Crowell & Moring...105 Genesis of AFAs at the firm...106 Spotlight on value billing...106 Impact on the firm...108 Client reactions to Crowell & Moring's fee propositions...108 Continuous improvement and challenges for the future...108 Case study 3: A client perspective...111 Procurement objectives...111 How procurement teams achieve cost savings...111 Preferred fee structures...112 How law firms can prepare for negotiations...113 Behaviour to avoid...114 How to impress...115 Part Three: Appendices Appendix 1: Matter plan template...119 Appendix 2: Matter budget template...121 Appendix 3: Pre-negotiation checklist...123 Index...127

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Book SynopsisIn this practical “how to” guide, Bjarne P Tellmann, General Counsel draws upon more than 20 years of leading top legal organisations to provide a structured plan for upgrading your legal team in an age of disruption. The challenge: In an era of exponential change, the role of the general counsel (GC) has become one of the most complex, intense and challenging in the corporate world. GCs, must lead, unify and inspire diverse groups of people across the globe with subtlety and diplomacy. The stakes have never been higher and the consequences of getting it wrong can be existential. GCs must react to these challenges with ever-fewer resources and at a time when the legal profession itself is undergoing disruption. The response: To succeed in this “new normal”, GCs must become their own chief executives. They must lead, communicate, inspire, build cultures, manage talent, formulate and execute strategies, ensure efficacy, anticipate and manage risk and manage quality control – all in addition to being top-notch lawyers. This book gives GCs the battle plan they need to get there in three parts.Trade ReviewBjarne Tellmann’s book is brimming with important ideas about skills and techniques needed to be an outstanding general counsel -- Ben W Heineman, JrAs a General Counsel who has led legal department transformations in three public companies, I can assure you that Bjarne Tellmann’s practical yet sophisticated battle plan has been designed to help General Counsels achieve superior performance in almost any situation. The book is articulate, easy to follow and highly instructive and a road map for new and established General Counsels to create world class premier performing legal departments. -- Bobby KatzBjarne Tellmann has written a deeply practical book about the challenges facing the modern general counsel. Based on his own extensive experience, the book is filled with insights that both experienced and novice GCs can immediately use to build a world-class legal department. -- David B WilkinsTellmann’s book will help outside counsel understand the multifaceted roles the GC serves and the types of support needed from their outside counsel. It underscores the critical need for law firms to serve as strategic partners, providing a deep and concentrated level of specialised legal expertise that is tailored to and aligned with business needs. -- Jami Wintz-McKeonThe insights and enduring principles contained in this book are applicable to law firm and general counsel leadership. It is a guide to navigating both types of organisation and maximising the outputs from the firm or the company. -- Mark RigottiTable of ContentsIntroduction 1. The Changing Context 1.1 Macro-economic changes 1.1.1 Regulatory expansion 1.1.2 Globalization 1.1.3 Risk convergence 1.2 Cost pressures 1.3 The twin revolutions 1.3.1 The Innovation Revolution 1.3.2 The Professional Convergence Revolution 1.3.3 The GC as chief executive Part I: The Hardware 2. Talent and Risk Assessments 2.1 The continuous process 2.2 Start by thinking 2.2.1 Why is it so important to spend time thinking? 2.2.2 When is it best to do your initial focused thinking? 2.2.3 Weekly and annual focused thinking 2.3 Develop your foundation 2.3.1 Build your foundation – assess the company and your team 2.4 Stop, look, listen: evaluate your talent 2.4.1 On-boarding process 2.5 Assess your core legal risks 2.5.1 Secure alignment 2.5.2 Time frame 2.5.3 Steps 2.5.4 Lessons 2.5.5 How to assess risk materiality 2.5.6 Mapping your risks 2.5.7 Remember to communicate and align 2.5.8 The three “golden rules” of risk 3. Designing an Integrated Team Structure 3.1 Appoint specialists and generalists 3.1.1 Specialists 3.1.2 Generalists 3.1.3 Enabling function lawyers: specialists or generalists? 3.1.4 Who decides: specialists or generalists? 3.1.5 The optimal ration of specialists to generalists 3.2 The rise of the legal operations officer 3.2.1 Do you need a legal operations team? 3.2.2 Who should the legal COO report to? 3.3 Appoint your legal leadership 3.3.1 How large should the leadership team be? 3.3.2 Insiders vs. outsiders 3.3.3 Mistakes will be made 3.3.4 Hire the right type of leaders 3.4 Map over the rest of your organization 3.4.1 The matrix 3.4.2 Reporting lines into Legal or the Business – or both? 3.4.3 Who reports to whom? 3.4.4 Flat vs. layered hierarchies 3.5 Budget 3.5.1 The importance of having a unitary budget 4. Law Firms 4.1 Disruption in the legal profession 4.1.1 The Innovation Revolution 4.1.2 Cost pressures 4.1.3 Regulatory reforms 4.1.4 New competitors 4.1.5 The law firm competitive response 4.2 Unbundle your work 4.2.1 Classify your workflow 4.2.2 Identify solutions for different categories of work 4.2.3 Optimize your mix of internal to external resources 4.3 Put the right policies in place 4.3.1 Gatekeeper policy 4.3.2 Billing guidelines policy 4.3.3 Engagement letters 4.3.4 Internal legal department controls 5. Alternative Legal Services Providers 5.1 What are ALS providers? 5.1.1 The origins of ALS 5.1.2 Alternative staffing providers 5.1.3 Legal process outsourcing providers 6. Selecting the Right Partners 6.1 Leverage legal procurement professionals 6.1.1 The benefits of involving procurement 6.2 Strategic partnerships 6.2.1 What it means to be “strategic” 6.3 Key performance indicators (KPIs) 6.4 Law firm “panels” 6.4.1 Are panels the right choice for all legal departments? 6.5 How to establish panels 6.5.1 Select the right work for the RFP 6.5.2 Panel scope 6.5.3 Decide on the right levels of support that you need 6.5.4 Research and identify candidates; gather market intelligence 6.5.5 Diversity 6.5.6 Generate and issue RFPs 6.5.7 Evaluate responses and select finalists 6.5.8 Establish finalist interviews 6.5.9 Set agenda for meetings with the finalists; interview them 6.5.10 Select and announce your panel 6.6 Are panels forever? 6.7 Panels for Alternative Legal Services Providers 7. Technology 7.1 Processes before technology 7.2 The evolving technology landscape 7.2.1 The Second Machine Age 7.2.2 Moore’s Law and the second half of the chessboard 7.2.3 The Internet of Things and Big Data 7.2.4 Cloud computing 7.2.5 Artificial Intelligence (AI) 7.2.6 Autonomy and replacement 7.3 In-house technology applications 7.3.1 Communication and collaboration tools 7.3.2 Self help tools 7.3.3 Efficiency tools 7.3.4 Transparency tools 7.3.5 Artificial Intelligence and machine learning 7.4 Procurement of technology 7.4.1 Build or buy? 7.4.2 Off-the-shelf or custom? 7.5 Process, technology and risk reduction Part II: The Software 8. Culture 8.1 What is culture? 8.1.1 Culture as behaviour 8.1.2 Culture as values and beliefs 8.1.3 Cultures and subcultures 8.1.4 Your subculture must be aligned with your company’s culture 8.1.5 Actual culture vs. stated values and beliefs 8.2 Why is culture important? 8.2.1 Culture as a baseline 8.2.2 Culture as an attractant 8.3 Can you build a culture from scratch? 8.3.1 Legacy cultures – evolution not revolution 8.3.2 Influencing in new cultures 8.3.3 Write your culture down 8.3.4 Beware of the unwritten rules 8.4 Hack your culture 8.4.1 Large-scale hacks 8.4.2 Small, iterative hacks 8.5 Making it “sticky” 8.5.1 Screening 8.5.2 Induction 8.5.3 Rituals and reinforcement ceremonies 8.5.4 Stories 8.5.5 Influencers 8.5.6 Sanctions 9. The Generational Context and the Rise of the Millennials 9.1 Millennials, Gen-Xers and Baby Boomers 9.1.1 The Baby Boomers 9.1.2 The Gen-Xers 9.1.3 The Millennials 9.1.4 How have these traits shaped the Millennials? 9.1.5 What is the problem? 9.1.6 How to approach Millennials 9.1.7 How to balance interests across the generational divide 10. Leadership Skills 10.1 Professional excellence 10.2 Innate curiosity 10.2.1 Constant learners 10.2.2 Formal vs. organic learning 10.2.3 The Internet vs. books 10.2.4 Future literacy 10.2.5 Importing and exporting good ideas 10.3 Excellent communicators 10.3.1 Storytelling 10.3.2 Focus on “why” 10.3.3 Clear written communication 10.4 Excellent business judgement 10.4.1 Market visits 10.4.2 The business of the law 10.5 Results driven 10.6 Autonomy 10.6.1 The pros and cons of law firm training 10.6.2 The pros and cons of government training 10.7 Courage 10.7.1 Manipulative business partners 10.8 Flexible leadership style 10.9 Cultural intelligence 10.9.1 Leadership savvy 10.9.2 Disagreement and “face” 10.9.3 High vs. low context cultures 10.9.4 Trust 10.9.5 Reasoning 10.10 Grit Part III: Critical Threads 11. Change Management 11.1 Ten lessons about change 11.1.1 Change is the natural state of being 11.1.2 Start with “why” 11.1.3 Change is an inherently emotional process 11.1.4 Regularly track and discuss your team’s emotional state 11.1.5 Do not let your team freeze up 11.1.6 Never look back! 11.1.7 Change can give you the best work of your career 11.1.8 Focus on what you can control; do not worry about the rest 11.1.9 You are in charge of you! 11.1.10 This is the “new normal” – so get used to it! 12. Strategic Direction 12.1 Roadmap principles 12.1.1 Vision 12.1.2 Mission 12.1.3 Strategies and tactics 12.2 Example of strategic priorities 12.2.1 Strategy 1 – Develop our people 12.2.2 Strategy 2 – Provide the right advice at the right time 12.2.3 Strategy 3 – Leverage our global strength 12.3 When and how to execute your strategic direction 12.3.1 When? 12.3.2 How? Conclusion Acknowledgements Index Bibliography Footnotes

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Book SynopsisWhen a legal matter arises oftentimes a person is confronted by a bewildering array of legal concepts, procedures or complex jargon and are at a loss to understand what is going on. The purpose of this book is to simplify such complexities and multi-layered rules and provide quick solutions to various queries that may arise. The approach taken by the author is to provide an everyday query formulated much like a question one might find in a self-help legal column in a newspaper. A detailed answer follows, highlighting the general issues that the reader should be aware of and what steps they might take next. Everyday topics such as buying or selling a house, making a will, probate, family law queries, personal injuries, negligence, employment law, consumer law and defamation are addressed. Law for the Layperson: Life, Work & Death will be an invaluable reference book for all non-lawyers seeking guidance as required on legal issues.Table of ContentsChapter 1: Buying or Selling a House and Property Chapter 2: Renting and Renters: The Law Involved in Renting a Property Chapter 3: Family Law Chapter 4: Employment Law Chapter 5: Defamation, Bullying and Harassment Chapter 6: Farming and Agricultural Law Chapter 7: Consumer Rights Chapter 8: Personal Injuries, Accidents and Negligence Chapter 9: Last Will and Testament, Probate Law, Trusts, Enduring Power of Attorney

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Book SynopsisThe methodological approach and methods used in any particular research project are key to its success. In Legal Research Methods: Principles and Practicalities (Clarus Press, 2016), the contributors assessed the relative utility of a variety of methods and methodologies in the context of legal research generally. Taking a case studies approach, contributors to this text have written about the methods used in a particular piece of research, outlining the justification for the choice of that methodology; describing the methods used; detailing the advantages, disadvantages and challenges to the approach taken; discussing any ethical considerations that arose in the context of the research; reflecting on the approach taken; and concluding with advice to scholars engaging with similar methods or methodologies. Each chapter is structured in the same way in order to allow for ease of comparison between the approaches taken.

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Book SynopsisThis book uses worked examples and practical tips to help to build those skills by examining in detail each stage of a moot. It addresses techniques for understanding a mooting problem question, how to structure and enhance written and oral submissions and what to expect in a moot court scenario. It also discusses the organisation of mooting modules and competitions. In this way, the chapters of A Guide to Mooting in Ireland can be read sequentially or referred to individually where specific guidance is needed.Table of ContentsChapter 1: Introduction to Mooting Introduction to A Guide to Mooting in Ireland What is mooting and how it differs from debating and mock trials Benefits of mooting Mooting competitions in Ireland Outline steps of a moot The mooting problem question Chapter 2: Relevant Aspects of the Irish Legal System Difference between public and private law Sources of Irish law Precedent and the hierarchy of courts in Ireland, England and Wales, Australia and the United States of America Chapter 3: Legal Research for a Moot Stages of researching a mooting problem question How to find authorities Reading authorities — what to look for in a case and legislation in the context of a moot How to choose your authorities Chapter 4: Written Submissions What are written submissions? Memorials and list of authorities What to do following exchange of written submissions Template — written submissions Legal writing skills for a moot Chapter 5: Oral Submissions What are oral submissions? Each party’s role and timing Expressions to be used throughout oral submissions by all parties Structure of, and expressions used in, your oral submissions — opening remarks, submissions on each ground of appeal, conclusion Template — expressions to be used in oral submissions for each party Making your oral submissions persuasive How to deal with judicial comments and questions Rebuttal Chapter 6: Helpful Mooting Skills and What to Expect on the Day of the Moot Speaking techniques How to present yourself at a moot How to control your nerves What to do if something goes wrong during a moot The day of the moot Step by step guide on how to attend an appeals case in the Irish superior courts Chapter 7: Organising a Mooting Module or Competition Difference in approach between a mooting module and a mooting competition Things to consider when organising a mooting module or a mooting competition Templates Chapter 8: Sample Mooting Problem Questions Irish law-specific mooting problem questions

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Book SynopsisExperts can be publicly embarrassed if they are ill-prepared, or do not understand their duties to the court. Many high-profile miscarriages of justice have arisen because of the conduct of such witnesses, who have given biased evidence in favour of one party, or simply failed to understand the courts' requirements. Mark Tottenham, an experienced barrister and mediator, and award-winning writer on legal issues, has written this short and authoritative guide to the responsibilities of professional witnesses. Drawing on authorities throughout the English-speaking world, he outlines: the duties of an expert witness; the requirements of a written court report; how to prepare to give evidence in court; how to maintain a professional detachment from the client and instructing legal team; the involvement of expert witnesses in preparing pleadings and 'Scott schedules'; and the role of expert witnesses in other forums such as mediations, inquests and public inquiries.Table of Contents* Types of Expert and Professional Witness * The Duties of Expert and Professional Witnesses * Enforcement of Experts' Duties. * Accepting Instructions * Factual Investigations * Conducting Professional Research * Reaching a Conclusion * Preparing and Writing an Expert Report * Communication and Consultation Between the Experts and the Instructing Legal Team * Meetings With Other Experts * Pleadings, Affidavits and 'Scott Schedules' * Oral Evidence at Hearing * Alternative Dispute Resolution * Other Hearings or Inquiries * APPENDIX 1 - Checklist For Accepting Instructions * APPENDIX 2 - Checklist For An Expert Report * APPENDIX 3: Case Law on Duties of Expert Witnesses

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Book SynopsisThe legal profession needs more than law. Whether you are a student, a law school, a university, a law firm or an in-house legal team, The Legal Team of the Future is the definitive guide to understanding and building the holistic skills required of those working in legal services now and in the future. Highlighting the importance of multidisciplinary teams working collaboratively to solve legal problems, the book introduces a ‘Law+’ model for the profession, comprising sixteen skills across four quadrants: Law+People, Law+Business, Law+Change and Law+Technology. As well as outlining each of the skills, the book explains how to build those skills as an individual, a law firm, an in-house team, a university or a law school. Designed for both lawyers and business professionals working in law, The Legal Team of the Future dispels the myth that the ‘lawyer of the future’ is solely responsible for the future of the profession, instead focusing on diverse individuals working within their own specializations. The Law+ model is more than an academic theory, containing real-world examples and case studies and devised by an expert in legal innovation who is still working in the field on a daily basis. This book is the guide you need to navigate the future of the legal profession and to stay ahead of the pack in delivering legal services to clients.

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Book SynopsisThis is a coursebook designed for students of translation, which will also benefit professional translators as it covers key issues in contemporary legal translation. The book is divided into two main parts. The first, theoretical part, explores issues such as types of legal texts, readership, communicative purpose, global and local strategies, and modality in addition to analysing the common features of legal discourse in both languages, be they lexical, syntactic, or textual. The second, practical part, discusses issues such as legal rights, contractual obligations, torts, crimes, people and law. It focuses on all types of legal texts, regardless of their classification and examines legislative texts, which have acquired a certain degree of notoriety rarely equalled by any other variety of English.Table of ContentsChapter 1: Setting the scene.Chapter 2: Global & local strategies.Chapter 3: Lexical features.Chapter 4: Syntactic features.Chapter 5: Modality.Chapter 6: Legal rights.Chapter 7: Contractual obligations.Chapter 8: Torts.Chapter 9: People & law.Chapter10: Crimes.Chapter11: Cybercrimes.

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Book SynopsisDas UN-Kaufrecht (engl.: United Nations Convention on Contracts for the International Sale of Goods, CISG) ist maßgeblich für den internationalen Warenkauf. Seit dem Erscheinen der 1. Auflage des Bandes im Jahr 1996 hat sich die Zahl der Vertragsstaaten von 45 auf 71 erhöht. Dies zeigt die wachsende Bedeutung des internationalen Abkommens. Der Band bietet eine übersichtliche, verständliche und fundierte Kommentierung des Wiener UN-Kaufrechts für Wissenschaft und Praxis – aus der Feder eines ausgewiesenen Expertenteams.Trade ReviewAus den Rezensionen: “... Garantiert ist jedoch: der Blick lohnt sich! Auf über 1200 Seiten hat ein vierzehnköpfiges Expertenteam ... das 101 Artikel starke Übereinkommen fundiert, aber mit der notwendigen Übersicht und Überschaubarkeit ausführlich kommentiert. ... Für den schnellen Blick bei der täglichen Arbeit mit dem Kommentar ergänzen ... hervorragend das umso umfassendere Literaturverzeichnis in der Einleitung des Kommentars. ... Weiterhin sehr hilfreich ist das ausführliche Abkürzungsverzeichnis ... Schließlich erhält der Leser einen sehr aktuellen und systematischen Überblick zum Geltungsbereich des Übereinkommens … ein hervorragendes Nachschlagewerk …“ (http://www.studjur-online.de/stud_rl/studium/stud_lit_0310.lasso)Table of Contents#x00DC;bereinkommen der Vereinten Nationen #x00FC;ber Vertr#x00E4;ge #x00FC;ber den internationalen Warenkauf.- Anwendungsbereich und allgemeine Bestimmungen.- Abschluss des Vertrages.- Warenkauf.- Schlussbestimmungen.- Gesetz vom 5.7.1989 zu dem #x00DC;bereinkommen der Vereinten Nationen vom 11. April 1980 #x00F6;ber Vertr#x00E4;ge #x00F6;ber den internationalen Warenkauf sowie zur #x00E4;nderung des Gesetzes zu dem #x00DC;bereinkommen vom 19. Mai 1956 #x00F6;ber.- Geltungsbereich des #x00DC;bereinkommens.

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