Mediation practice guide : a handbook for resolving business disputes /

Mediation practice guide : a handbook for resolving business disputes /

Saved in:
Bibliographic Details
Author / Creator:Picker, Bennett G., 1941-
Edition:2nd ed., rev. and expanded.
Imprint:Washington, DC : American Bar Association, Section of Dispute Resolution, c2003.
Description:xiv, 222 p. : forms ; 23 cm.
Language:English
Subject:
Dispute resolution (Law) -- United States.
Mediation -- United States.
Conflict management -- United States.
Conflict management.
Dispute resolution (Law)
Mediation.
United States.
Format: Print Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/5630869
Hidden Bibliographic Details
Varying Form of Title:Handbook for resolving business disputes
Other authors / contributors:American Bar Association. Section of Dispute Resolution.
ISBN:1590311698
Notes:Includes bibliographical references (p. 125-127) and index.
Table of Contents:
  • Contents
  • Preface
  • Acknowledgements
  • About the Author
  • Chapter 1. Mediation and the Landscape of ADR
  • 1.1. Introduction
  • 1.2. Mediation Defined
  • 1.3. Mediation as Facilitated Negotiation
  • 1.4. Mediation and Adjudication Compared
  • 1.5. Mediation and Alternative Dispute Resolution (ADR)
  • 1.6. Mediation--Arbitration (MED-ARB)
  • 1.7. Dispute Resolution Clauses in Contracts
  • 1.8. Employment ADR
  • 1.9. Court-Annexed Mediation
  • 1.10. Mediation in Complex Litigation: Cooperative Case Management
  • Chapter 2. The Decision to Mediate
  • 2.1. Introduction
  • 2.2. Suitability of Dispute for Mediation
  • 2.2.1. Introduction
  • 2.2.2. Factors Favoring Mediation
  • 2.2.3. Factors Weighing Against Mediation
  • 2.2.4. Suitability Screening
  • 2.3. Types of Business Disputes Commonly Mediated
  • 2.4. Deciding When to Mediate
  • 2.5. Why Mediation Works
  • 2.6. Why Some Mediations Fail
  • 2.7. Proposing Mediation to an Adversary
  • Chapter 3. The Stages of a Typical Mediation
  • 3.1. Introduction
  • 3.2. The Stages of a Typical Mediation
  • 3.2.1. Preliminary Conference with Mediator--Establishing Ground Rules
  • 3.2.2. Deciding Who Should Attend Mediation
  • 3.2.3. Limited Exchange of Information
  • 3.2.4. Pre-Mediation Written Submissions and Conferences
  • 3.2.5. Initial Joint Session
  • 3.2.6. Initial Caucus Session
  • 3.2.7. Subsequent Joint and Caucus Sessions
  • 3.2.8. Agreement
  • 3.2.9. Possible Recess, Adjournment and Termination
  • Chapter 4. The Role of the Mediator
  • 4.1. Introduction
  • 4.2. Qualities of an Effective Mediator
  • 4.3. Importance of Credibility and Trust
  • 4.4. Mediator Styles and Approaches
  • 4.4.1. Facilitative Style
  • 4.4.2. Evaluative Style
  • 4.4.3. Combined Facilitative and Evaluative Styles
  • 4.4.4. Narrow and Broad Approaches
  • 4.5. The Mediator as Negotiator
  • 4.6. Mediator Techniques and Strategies
  • 4.6.1. Information Gathering
  • 4.6.2. Minimizing Hostilities
  • 4.6.3. Involving Client Directly
  • 4.6.4. Prioritizing Client's Concerns and Interests
  • 4.6.5. Active Listening and Paraphrasing
  • 4.6.6. Decreasing Commitments to Positions
  • 4.6.7. Focusing Upon Potential to Preserve Relationships
  • 4.6.8. Specific Techniques in "Pure Dollars" Disputes
  • 4.6.9. Reality Testing
  • 4.6.10. Overcoming Irrational Assessments
  • 4.6.11. Proposing Solutions to Overcome Reactive Devaluation
  • 4.6.12. Identifying and Overcoming Barriers to Resolution
  • 4.6.13. Issuing an Evaluative Opinion
  • 4.6.14. "One Text" Approach to Reaching Agreement
  • 4.6.15. Impasse-Breaking Techniques
  • 4.7. Mediator's Role at Conclusion
  • 4.8. Ethical Standards for Mediators
  • 4.9. Uniform Mediation Act
  • Chapter 5. Negotiation and Mediation--Overcoming the Barriers to Resolution
  • 5.1. Introduction
  • 5.2. The Common Barriers to Resolution
  • 5.2.1. Selection Perception in Making Evaluations
  • 5.2.2. Wrong Baselines
  • 5.2.3. Reactive Devaluation
  • 5.2.4. Failure to Communicate
  • 5.2.5. Gaps in Information
  • 5.2.6. Insufficient Focus Upon Underlying Interests
  • 5.2.7. Inability to Align Client's Interests
  • 5.2.8. Disconnects Between Attorney and Client
  • 5.2.9. Anger and Embarrassment
  • 5.2.10. Behavior and Tactics of Parties and Counsel
  • 5.2.11. Poor Negotiating Skills
  • 5.2.12. Inappropriate Reliance on Experts
  • 5.2.13. Preoccupation with Winning
  • 5.2.14. Inability to Break Impasse
  • 5.2.15. Process Barriers
  • 5.3. Further Reading on Barriers in Negotiations
  • 5.4. Conclusion
  • Chapter 6. Preparing for Mediation
  • 6.1. Introduction
  • 6.2. Step-by-step mediation analysis
  • 6.3. Make an Objective Litigation Risk Analysis
  • 6.4. Analyze the Interests of All Parties
  • 6.5. Counsel the Client on the Decision to Mediate
  • 6.6. Select the Mediator
  • 6.7. Participate with Mediator in Designing the Process
  • 6.8. Prepare for the Mediation Session
  • 6.8.1. Importance of Preparation
  • 6.8.2. Comparison of Preparation for Mediation with Preparation for Litigation
  • 6.8.3. Identify the Client Representatives Who Should Participate
  • 6.8.4. Consider Alternatives to Negotiated Agreement (BATNA and WATNA)
  • 6.8.5. Prepare Arguments Supporting Legal Positions and Settlement Proposals
  • 6.8.6. Explore Creative Solutions
  • 6.8.7. Prepare for Client's Direct Involvement
  • 6.8.8. Decide Who Should Take Lead in Sessions
  • 6.8.9. Explore Potential for Collaborative Negotiations
  • 6.8.10. Develop a Negotiating Plan
  • 6.8.11. Avoid Irrational Attachment to Positions
  • 6.8.12. Checklist of Questions for Client
  • 6.9. Protect Confidentiality
  • 6.10. Prepare Draft Settlement Agreement
  • Chapter 7. Representing the Client in the Mediation
  • 7.1. Counsel's Roles in Mediation Sessions
  • 7.2. Opening Statements
  • 7.3. Use Mediator to Facilitate Negotiations
  • 7.4. Keys to Effective Negotiations
  • 7.4.1. Ask Questions
  • 7.4.2. Listen Carefully
  • 7.4.3. Develop Negotiating Power
  • 7.4.4. Understand Principles of Leverage
  • 7.4.5. Demands and Offers
  • 7.4.6. Track the Negotiations
  • 7.4.7. Use Demonstrative Aids
  • 7.5. Encourage Client Participation
  • 7.6. Solve the Problem
  • 7.7. Counsel's Role at End of Mediation Sessions
  • 7.8. Ethical Standards for Lawyers in Mediation
  • 7.9. 10 Practice Tips for Joint Sessions
  • 7.10. 10 Practice Tips for Caucus Sessions
  • 7.11. 25 Practice Tips for Effective Mediation Advocacy
  • Chapter 8. Case Studies in Mediation
  • 8.1. Major Bank V. High Tech Computer Corporation
  • 8.2. Insolvent Bank V. Law Firm
  • 8.3. Accounting Firm V. Departing Partners
  • 8.4. Shareholder Dispute Among Family Members
  • 8.5. Defense Contractor V. Supplier
  • Chapter 9. Corporate and Law Firm ADR Strategies
  • 9.1. Introduction
  • 9.2. Corporate ADR Strategies
  • 9.2.1. Secure the Buy-in of Management
  • 9.2.2. Commit Resources for ADR Education and Training
  • 9.2.3. Establish an In-house Advocate for ADR
  • 9.2.4. Insist that Outside Counsel Address ADR
  • 9.2.5. Establish a Suitability Screen to Determine Whether the Case is Appropriate for ADR
  • 9.2.6. Incorporate Multi-Tiered ADR Provisions in Contracts
  • 9.2.7. Use Negotiation and Mediation as Tools to Resolve Disputes
  • 9.2.8. Encourage Adversaries to Use ADR
  • 9.2.9. Litigate When Necessary
  • 9.2.10. Be Patient. Track and Measure the Results
  • 9.3. Law Firm ADR Strategies
  • Chapter 10. The Future of Mediation--New Challenges and Opportunities for the Legal Profession
  • 10.1. Introduction
  • 10.2. The Changing World of Dispute Resolution
  • 10.3. New Roles for the Legal Profession
  • 10.4. My own Changing World
  • 10.5. New Challenges for the Legal Profession
  • 10.6. Conclusion: the Rewards of Adding Value

Similar Items