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Written in a user-friendly style, the book is intended for lawyers and businesspersons alike and provides invaluable and straightforward understanding of key suitabilty, preparation and advocacy issues in mediation.

Tabla de contenidos provista por Syndetics

• Contents(p. i)
• Preface(p. ix)
• Acknowledgements(p. xi)
• About the Author(p. xiii)
• Chapter 1 Mediation and the Landscape of ADR
• 1.1 Introduction(p. 1)
• 1.2 Mediation Defined(p. 2)
• 1.3 Mediation as Facilitated Negotiation(p. 3)
• 1.4 Mediation and Adjudication Compared(p. 5)
• 1.5 Mediation and Alternative Dispute Resolution (ADR)(p. 7)
• 1.6 Mediation--Arbitration (MED-ARB)(p. 8)
• 1.7 Dispute Resolution Clauses in Contracts(p. 9)
• 1.8 Employment ADR(p. 10)
• 1.9 Court-Annexed Mediation(p. 10)
• 1.10 Mediation in Complex Litigation: Cooperative Case Management(p. 11)
• Chapter 2 The Decision to Mediate
• 2.1 Introduction(p. 15)
• 2.2 Suitability of Dispute for Mediation(p. 16)
• 2.2.1 Introduction(p. 16)
• 2.2.2 Factors Favoring Mediation(p. 17)
• 2.2.3 Factors Weighing Against Mediation(p. 18)
• 2.2.4 Suitability Screening(p. 19)
• 2.3 Types of Business Disputes Commonly Mediated(p. 19)
• 2.4 Deciding When to Mediate(p. 21)
• 2.5 Why Mediation Works(p. 21)
• 2.6 Why Some Mediations Fail(p. 23)
• 2.7 Proposing Mediation to an Adversary(p. 25)
• Chapter 3 The Stages of a Typical Mediation
• 3.1 Introduction(p. 27)
• 3.2 The Stages of a Typical Mediation(p. 27)
• 3.2.1 Preliminary Conference with Mediator--Establishing Ground Rules(p. 27)
• 3.2.2 Deciding Who Should Attend Mediation(p. 29)
• 3.2.3 Limited Exchange of Information(p. 29)
• 3.2.4 Pre-Mediation Written Submissions and Conferences(p. 30)
• 3.2.5 Initial Joint Session(p. 31)
• 3.2.6 Initial Caucus Session(p. 32)
• 3.2.7 Subsequent Joint and Caucus Sessions(p. 33)
• 3.2.8 Agreement(p. 34)
• 3.2.9 Possible Recess, Adjournment and Termination(p. 35)
• Chapter 4 The Role of the Mediator
• 4.1 Introduction(p. 38)
• 4.2 Qualities of an Effective Mediator(p. 38)
• 4.3 Importance of Credibility and Trust(p. 39)
• 4.4 Mediator Styles and Approaches(p. 40)
• 4.4.1 Facilitative Style(p. 40)
• 4.4.2 Evaluative Style(p. 41)
• 4.4.3 Combined Facilitative and Evaluative Styles(p. 42)
• 4.4.4 Narrow and Broad Approaches(p. 43)
• 4.5 The Mediator as Negotiator(p. 43)
• 4.6 Mediator Techniques and Strategies(p. 44)
• 4.6.1 Information Gathering(p. 44)
• 4.6.2 Minimizing Hostilities(p. 45)
• 4.6.3 Involving Client Directly(p. 45)
• 4.6.4 Prioritizing Client's Concerns and Interests(p. 45)
• 4.6.5 Active Listening and Paraphrasing(p. 46)
• 4.6.6 Decreasing Commitments to Positions(p. 46)
• 4.6.7 Focusing Upon Potential to Preserve Relationships(p. 46)
• 4.6.8 Specific Techniques in "Pure Dollars" Disputes(p. 47)
• 4.6.9 Reality Testing(p. 47)
• 4.6.10 Overcoming Irrational Assessments(p. 48)
• 4.6.11 Proposing Solutions to Overcome Reactive Devaluation(p. 48)
• 4.6.12 Identifying and Overcoming Barriers to Resolution(p. 49)
• 4.6.13 Issuing an Evaluative Opinion(p. 50)
• 4.6.14 "One Text" Approach to Reaching Agreement(p. 50)
• 4.6.15 Impasse-Breaking Techniques(p. 51)
• 4.7 Mediator's Role at Conclusion(p. 51)
• 4.8 Ethical Standards for Mediators(p. 52)
• 4.9 Uniform Mediation Act(p. 53)
• Chapter 5 Negotiation and Mediation--Overcoming the Barriers to Resolution
• 5.1 Introduction(p. 55)
• 5.2 The Common Barriers to Resolution(p. 56)
• 5.2.1 Selection Perception in Making Evaluations(p. 56)
• 5.2.2 Wrong Baselines(p. 57)
• 5.2.3 Reactive Devaluation(p. 57)
• 5.2.4 Failure to Communicate(p. 57)
• 5.2.5 Gaps in Information(p. 58)
• 5.2.6 Insufficient Focus Upon Underlying Interests(p. 58)
• 5.2.7 Inability to Align Client's Interests(p. 59)
• 5.2.8 Disconnects Between Attorney and Client(p. 59)
• 5.2.9 Anger and Embarrassment(p. 60)
• 5.2.10 Behavior and Tactics of Parties and Counsel(p. 60)
• 5.2.11 Poor Negotiating Skills(p. 61)
• 5.2.12 Inappropriate Reliance on Experts(p. 61)
• 5.2.13 Preoccupation with Winning(p. 62)
• 5.2.14 Inability to Break Impasse(p. 63)
• 5.2.15 Process Barriers(p. 63)
• 5.3 Further Reading on Barriers in Negotiations(p. 64)
• 5.4 Conclusion(p. 65)
• Chapter 6 Preparing for Mediation
• 6.1 Introduction(p. 68)
• 6.2 Step-by-step mediation analysis(p. 69)
• 6.3 Make an Objective Litigation Risk Analysis(p. 70)
• 6.4 Analyze the Interests of All Parties(p. 71)
• 6.5 Counsel the Client on the Decision to Mediate(p. 72)
• 6.6 Select the Mediator(p. 73)
• 6.7 Participate with Mediator in Designing the Process(p. 75)
• 6.8 Prepare for the Mediation Session(p. 76)
• 6.8.1 Importance of Preparation(p. 76)
• 6.8.2 Comparison of Preparation for Mediation with Preparation for Litigation(p. 76)
• 6.8.3 Identify the Client Representatives Who Should Participate(p. 78)
• 6.8.4 Consider Alternatives to Negotiated Agreement (BATNA and WATNA)(p. 78)
• 6.8.5 Prepare Arguments Supporting Legal Positions and Settlement Proposals(p. 79)
• 6.8.6 Explore Creative Solutions(p. 79)
• 6.8.7 Prepare for Client's Direct Involvement(p. 80)
• 6.8.8 Decide Who Should Take Lead in Sessions(p. 80)
• 6.8.9 Explore Potential for Collaborative Negotiations(p. 80)
• 6.8.10 Develop a Negotiating Plan(p. 81)
• 6.8.11 Avoid Irrational Attachment to Positions(p. 82)
• 6.8.12 Checklist of Questions for Client(p. 84)
• 6.9 Protect Confidentiality(p. 87)
• 6.10 Prepare Draft Settlement Agreement(p. 88)
• Chapter 7 Representing the Client in the Mediation
• 7.1 Counsel's Roles in Mediation Sessions(p. 89)
• 7.2 Opening Statements(p. 90)
• 7.3 Use Mediator to Facilitate Negotiations(p. 90)
• 7.4 Keys to Effective Negotiations(p. 91)
• 7.4.1 Ask Questions(p. 91)
• 7.4.2 Listen Carefully(p. 91)
• 7.4.3 Develop Negotiating Power(p. 92)
• 7.4.4 Understand Principles of Leverage(p. 93)
• 7.4.5 Demands and Offers(p. 94)
• 7.4.6 Track the Negotiations(p. 95)
• 7.4.7 Use Demonstrative Aids(p. 95)
• 7.5 Encourage Client Participation(p. 95)
• 7.6 Solve the Problem(p. 96)
• 7.7 Counsel's Role at End of Mediation Sessions(p. 96)
• 7.8 Ethical Standards for Lawyers in Mediation(p. 97)
• 7.9 10 Practice Tips for Joint Sessions(p. 97)
• 7.10 10 Practice Tips for Caucus Sessions(p. 98)
• 7.11 25 Practice Tips for Effective Mediation Advocacy(p. 99)
• Chapter 8 Case Studies in Mediation
• 8.1 Major Bank V. High Tech Computer Corporation(p. 103)
• 8.2 Insolvent Bank V. Law Firm(p. 104)
• 8.3 Accounting Firm V. Departing Partners(p. 106)
• 8.4 Shareholder Dispute Among Family Members(p. 106)
• 8.5 Defense Contractor V. Supplier(p. 107)
• Chapter 9 Corporate and Law Firm ADR Strategies
• 9.1 Introduction(p. 109)
• 9.2 Corporate ADR Strategies(p. 110)
• 9.2.1 Secure the Buy-in of Management(p. 110)
• 9.2.2 Commit Resources for ADR Education and Training(p. 110)
• 9.2.3 Establish an In-house Advocate for ADR(p. 111)
• 9.2.4 Insist that Outside Counsel Address ADR(p. 111)
• 9.2.5 Establish a Suitability Screen to Determine Whether the Case is Appropriate for ADR(p. 112)
• 9.2.6 Incorporate Multi-Tiered ADR Provisions in Contracts(p. 113)
• 9.2.7 Use Negotiation and Mediation as Tools to Resolve Disputes(p. 114)
• 9.2.8 Encourage Adversaries to Use ADR(p. 114)
• 9.2.9 Litigate When Necessary(p. 115)
• 9.2.10 Be Patient. Track and Measure the Results(p. 115)
• 9.3 Law Firm ADR Strategies(p. 116)
• Chapter 10 The Future of Mediation--New Challenges and Opportunities for the Legal Profession
• 10.1 Introduction(p. 119)
• 10.2 The Changing World of Dispute Resolution(p. 119)
• 10.3 New Roles for the Legal Profession(p. 120)
• 10.4 My own Changing World(p. 121)
• 10.5 New Challenges for the Legal Profession(p. 122)
• 10.6 Conclusion: the Rewards of Adding Value(p. 124)