000			03685nam a22004815i 4500
001			u373586
003			SIRSI
005			20160812084153.0
007			cr nn 008mamaa
008			110414s2010 gw | s |||| 0|eng d
020			_a9783642038143 _9978-3-642-03814-3
040			_cMX-MeUAM
050		4	_aK201-487
050		4	_aB65
050		4	_aK140-165
082	0	4	_a340.1 _223
100	1		_aKiser, Randall. _eauthor.
245	1	0	_aBeyond Right and Wrong _h[recurso electrónico] : _bThe Power of Effective Decision Making for Attorneys and Clients / _cby Randall Kiser.
264		1	_aBerlin, Heidelberg : _bSpringer Berlin Heidelberg, _c2010.
300			_aXIII, 444 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aEVIDENCE -- Prior Research on Attorney-Litigant Decision Making -- A Current Assessment of Attorney-Litigant Decision Making In Adjudicated Cases -- CAUSES -- Psychological Attributes of Decision Errors -- Institutional Impediments to Effective Legal Decision Making -- CONSEQUENCES -- Legal Malpractice Liability For Settlement Counseling and Decision Errors -- Ethical Implications of Attorney-Client Counseling and Decision Making -- SOLUTIONS -- Obstacles to Becoming an Expert Decision Maker -- Personal Expertise in Legal Decision Making -- Group Expertise In Legal Decision Making -- Peer Review, Client Evaluations and Law Firm Audits -- Conclusion.
520			_aLet us endeavor to see things as they are, and then enquire whether we ought to complain. Whether to see life as it is, will give us much consolation, I know not; but the consolation which is drawn from truth if any there be, is solid and durable: that which may be derived from errour, must be, like its original, fallacious and fugitive. Samuel Johnson, Letter to Bennet Langton (1758) Attorneys and clients make hundreds of decisions in every litigation case. From initially deciding which attorney to retain to deciding which witnesses to call at trial, from deciding whether to ?le a complaint to deciding whether to appeal a verdict, attorneys and clients make multiple, critical decisions about strategies, costs, arguments, valuations, evidence and negotiations. Once made, these de- sions are scrutinized by an opponent intent on exploiting the consequences of any mistake. In this intense and adversarial arena, decision-making errors often are transparent, irreversible and dispositive, wielding the power to bankrupt clients and dissolve law ?rms. Although attorneys and clients may regard sound decision making as incidental to effective lawyering, sound decision making actually is the essence of effective lawyering. An attorney’s knowledge, intelligence and experience are inert re- urces until the attorney decides how to deploy those skills to serve the client’s interests. Those decisions, in turn, largely determine a case’s course and outcome.
650		0	_aLaw.
650		0	_aLaw _xPhilosophy.
650		0	_aCivil Law.
650		0	_aIndustrial management.
650	1	4	_aLaw.
650	2	4	_aLaw Theory/Law Philosophy.
650	2	4	_aCivil Procedure Law.
650	2	4	_aOperations Research/Decision Theory.
650	2	4	_aManagement/Business for Professionals.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783642038136
856	4	0	_zLibro electrónico _uhttp://148.231.10.114:2048/login?url=http://link.springer.com/book/10.1007/978-3-642-03814-3
596			_a19
942			_cLIBRO_ELEC
999			_c201466 _d201466