Top PDF Guide to Leading Practice for Dispute Avoidance and Resolution: An overview

Guide to Leading Practice for Dispute Avoidance and Resolution: An overview

Guide to Leading Practice for Dispute Avoidance and Resolution: An overview

Construction Innovation encourages the industry to carefully consider the Guide to Leading Practice for Dispute Avoidance and Resolution. It details the issues summarised and suggests strategies to reduce the likelihood of disputes occurring, as well as techniques and processes to deal with disputes more effectively. Construction Innovation encourages CEOs and senior executives of clients and other project sponsors, designers and contractors to adopt and implement the suggested strategies and turn presently wasted resources into additional wealth and productive investment to improve the quality of life for the Australian community.
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Guide to Leading Practice for Dispute Avoidance and Resolution

Guide to Leading Practice for Dispute Avoidance and Resolution

Project sponsors are the client, financiers, and end-users who, individually or jointly, determine the risk allocations and terms of the head contract offered to the head contractor. Whilst during design and construction there will usually be only one organisation acting as the client under a contract with a head contractor, its ability to determine all relevant commercial and technical conditions may have been influenced or even controlled by providers of finance, or the requirements of end-users. The major project stakeholders in any project are the client, the designer and the constructor. However, these stakeholders may appoint agents or representatives to act on their behalf through any stage of the life of the project. For example, a client may appoint a specialist project manager to undertake the planning of a project on its behalf, and a constructor may appoint subcontractors to carry out specialist tasks during construction. Where the Guide refers to one of the project stakeholders, it is intended that all agents and subcontractors of that stakeholder should also be included.
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Tax Dispute Resolution Practice

Tax Dispute Resolution Practice

Sara’s practice covers all direct taxes and value added tax but, in particular, corporation tax. She has extensive experience of corporate transactions, including acquisitions, disposals, flotations and demergers. She also has considerable experience in leasing and other structured finance transactions. Her tax dispute work is a natural progression from the rest of her practice, and is primarily in the area of structured finance disputes including advising Nationwide in their dispute with HMRC over the tax treatment of dividends. She has also been involved in in-depth settlement discussions with HMRC as part of “intervention” processes. Sara is named as a leading individual for Corporate Tax in The Legal 500, 2014 and for Tax in the 2015 editions of Chambers UK, Chambers Europe and Chambers Global. She is also listed in Who’s Who Legal 2015, the ITR’s Tax Controversy Leaders Guide 2015 and in the 2014 London Super Lawyers Magazine. Sara won the award ‘Best in tax’ at the European Women in Business Awards 2012 and featured in The Lawyer’s Hot 100 Dealmakers List 2013.
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PRACTICAL LAW DISPUTE RESOLUTION VOLUME 1 MULTI-JURISDICTIONAL GUIDE 2013/14. The law and leading lawyers worldwide

PRACTICAL LAW DISPUTE RESOLUTION VOLUME 1 MULTI-JURISDICTIONAL GUIDE 2013/14. The law and leading lawyers worldwide

The South African legal profession is similar to the English one. It has a split bar consisting of attorneys (solicitors) and advocates (barristers). Advocates cannot accept work directly from the pub- lic and must be briefed by an attorney who guarantees payment of the advocate’s fees. Both attorneys and advocates have a right of audience before the High Court, although attorneys must apply to the Law Society for “rights of appearance”. Both an attorney and an advocate must have completed separate courses, a period of practical training and passed admission exams in order to practice. In practice, attorneys usually brief advocates to appear. Foreign lawyers
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Crowdsourced online dispute resolution

Crowdsourced online dispute resolution

After discussing the concept of the crowd, we focused on the incen- tives that may motivate the crowd to participate in a CODR procedure. This issue is important because the incentives provided to the crowd have an impact on the operation of a CODR procedure. A CODR procedure where the crowd has no incentives does not work properly. This is most prevail- ing when a lack of sufficient members of the crowd is faced, since then a long delay in the resolution of the cases will occur. Our study indicated that the crowd can be motivated to participate in CODR because of five incen- tives, namely, (a) sense of service to the community, (b) entertainment, (c) the financial remuneration, (d) the credit for the crowdsourced contribution, and (e) the feedback received by the members of the crowd. Each of these incentives can be an effective motivation for certain categories of people. For example, (a) the credit that the members of the crowd will gain if their con- tributions are published may motivate academicians and law practitioners who want to gain popularity in their professional circles and (e) the sense of service to the community is an appropriate incentive in online communities, such as Wikipedia and eBay.
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Environmental Dispute Resolution in Indonesia

Environmental Dispute Resolution in Indonesia

Het relatieve succes van de mediatie in deze zaak werd bevorderd door een bekwame, onafhankelijke mediator in eerste instantie en in het laatste mediatieproces door de Minister van Milie[r]

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Legitimacy and the virtualization of dispute resolution

Legitimacy and the virtualization of dispute resolution

positive feedback profile decreases the risk premium that buyers wish to collect for on-line buying through a seller not known to them. Feedback on eBay is relatively one-dimensional, as it mainly concerns regular buyers’ and sellers’ problems (late or non-arrival, damaged items, late or non-payment, wrong item description). The system is not completely fool-proof either: negative feedback has such an impact, that sellers may be forced to give into unreasonable buyers’ demands to prevent the buyer from giving negative feedback, and vice versa. And the system is prone to manipulation, as little can be done against a carefully constructed positive (possibly fake) feedback profile which is used to start bigger, fraudulent transactions in a later stage. Nevertheless, the feedback system on eBay works quite well (considering the growth of eBay despite of trust issues between buyers and sellers), and it may set an example for designing feedback systems in other areas. In on-line dispute resolution, feedback may be used during or after a specific instance of dispute resolution. In the first case, it can be part of the exchange of argu- ments and commenting on them. Such use is related to argumentation sys- tems (cf., e.g., Gordon 1995; Verheij 1996, 2003; Lodder 1998). In the second case, it is used by a party in an instance of on-line dispute resolution to comment on the role of the dispute resolver, the dispute resolving institution, or the other party in a dispute. This article focuses on the latter type of feedback. Potential clients of dispute resolvers can use such feedback to make an informed choice among different types of dispute resolution, and learn more about dispute resolver’s specializations, methods and capacities.
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Alternative Dispute Resolution in Europe

Alternative Dispute Resolution in Europe

problematic in Scotland given terms and conditions of mediation and background of privaty of contract. – Art 8 prescription and time limits will require our domestic[r]

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Dispute Resolution in Construction Industry

Dispute Resolution in Construction Industry

Construction disputes can arise from many factors like inadequate planning, changes in prizes, unexpected conditions at work site, differing interpretations of contract language and lack of communication among parties involved in the project; these can affect project performance and ultimately lead to litigation. Although construction projects face enormous uncertainties and the contract is unavoidably incomplete in terms of the inability to incorporate provisions to deal with all the possible contingencies. Joint efforts are needed in such situations to solve the problems that may arise. Any unresolved issue arising here, which may become dispute, is one of the most damaging relationships. Many researchers have studied the reasons for construction claims. Earlier some experts identified three root causes of disputes as 1.Behavioral Problems 2.Contratual Problems 3.Technical Problems due to uncertainty and low experience. The case studies of various disputes is intended to cover broad range of construction with regard to type of project, size of project, type of owner and contract administration policies. Both residential and commercial construction is included because problems in this category may be more economically and emotionally charged.
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Dispute Resolution knowhow Briefs

Dispute Resolution knowhow Briefs

Bird & Bird LLP is a limited liability partnership, registered in England and Wales with registered number 0C340318 and is authorised and regulated by the Solicitors Regulation Authority. Its registered office and principal place of business is at 15 Fetter Lane, London EC4A 1JP. Bird & Bird is an international legal practice comprising Bird & Bird LLP and its affiliated and associated businesses and has offices in the locations listed on our web site: twobirds.com. The word “partner” is used to refer to a member of Bird & Bird LLP or an employee or consultant, or to a partner, member, director, employee or consultant in any of its affiliated and associated businesses, who is a lawyer with equivalent standing and qualifications. A list of members of Bird & Bird LLP, and of any non-members who are designated as partners and of their respective professional qualifications, is open to inspection at the above address.
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Development the a dispute resolution framework to improve the efficiency of dispute resolution in Saudi construction projects

Development the a dispute resolution framework to improve the efficiency of dispute resolution in Saudi construction projects

Claims are distinguished in the contexts of (i) “claim entitlement” and (ii) a “claim for breach of contract”; the first refers to those made within the operation of the contract, which are not disputed, generally form part of the obligations, and do not result in a dispute, and the other a breach of the agreement by one or more party (Love et al., 2008). Eaton et al., 2006 states that should a dispute result in a formal complaint or legal proceedings they will become both time- consuming and costly, emphasising the need for avoidance. Studies on the classification of construction disputes by contractors against clients in the UK, USA and Commonwealth conclude that there are two main legal bases for financial claims (Wallace, 1986; Yogeswaran, 1997). The first is described as a claim for damages for breaches of contract by the employer. These may be subdivided into (i) breaches affecting contract performance but where the project proceeds to completion, (ii) those which result in contract termination before completion, and (iii) breaches of the payment obligations of the employees. Secondly, additional payments may become due under a section of the contract provisions, where they facilitate variations, measurements in unit-price contracts, and those due under contractual miscellaneous provisions such as price variations and physical conditions (Wallace, 1986; Yogeswaran, 1997).
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Award FINRA Dispute Resolution

Award FINRA Dispute Resolution

Respondent requested that Claimants' claim be dismissed, expungement of this matter from the CRD record of unnamed party Paul Wexler, costs, and such other and further relief as deemed[r]

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September 12, 2014 Edition. FINRA Dispute Resolution Party s Reference Guide

September 12, 2014 Edition. FINRA Dispute Resolution Party s Reference Guide

As a service organization, the primary goals of FINRA Dispute Resolution are the integrity of its process and the satisfaction of its clients. Although no one welcomes disputes in their lives – and no one wins every time – we strive to make the process for resolving these inevitable disputes understandable, efficient, and fair. To ensure that we are meeting your needs and satisfying our commitment to you, we need to hear from you. Please take the time to complete the following evaluation of our services, the process, and the arbitrator(s) assigned to your case. Your responses to this survey will be kept confidential. Your feedback is a valuable and necessary component in our efforts to serve you better.
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CPR Institute for Dispute Resolution

CPR Institute for Dispute Resolution

completely disregard the highly targeted purpose underlying the Policy, and effectively turn the Policy on "its head" by utterly misusing it. See ITMetrixx, Inc. v. Kuzma Productions Case No. D2001-0668 (WIPO August 2, 2001) where the panel, in denying the complaint, stated: "This matter appears to be a dispute between business partners over the ownership of the business and its assets. This is not a case limited to cybersquatting, which is the problem that the Policy was designed to address." Also, see Latent Technology Group, Inc. v. Bryan Fritchie Case No. FA95285 (Nat. Arb. Forum September 1, 2000) where the panel stated: "If, because of the nature of the claims Complainant believes that it is entitled to own the domain name it should pursue its claims in a forum (e.g., a court) that is more appropriate for such claims"; and Clinomics Biosciences, Inc. v. Simplicity Software, Inc. D2001-0823 (WIPO August 28, 2001) where the panel in denying the requested relief stated: "Prior decisions have rejected complaints where the dispute is primarily contractual and therefore outside the scope of the Policy."
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Dispute resolution institutions and strategic militarization

Dispute resolution institutions and strategic militarization

This result holds because there does not exist any (budget-balanced) mechanism that can increase the weak players’expected payo¤s, nor reduce the strong players’payo¤s, rela- tive to Myerson mediation. In fact, regardless of whether they are proposed the settlement payo¤ of 1=2 or p ; strong players are exactly indi¤erent between accepting the mediator’s proposal and …ghting. Hence, their payo¤s cannot be further decreased with any other mechanism, and conversely the weak players’share of the pie cannot be further increased. At the same time, the mediator’s optimal strategies maximize the probability that the dispute is resolved peacefully, and hence that the pie is not damaged by con‡ict. Because there does not exist any mechanism that can increase the weak players’payo¤s, nor reduce the strong players’payo¤s, Myerson mediation minimizes equilibrium militarization among all budget-balanced mechanisms.
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Analyzing Performance of Dispute Resolution Council

Analyzing Performance of Dispute Resolution Council

This study is inductive and it makes use of past information and historical financial statements. The current study is also correlative since it seeks to investigate the relation between dependent and independent factors. It is a periodic study because it studies a specific period and it can be an applied research. We used a questionnaire included 15 questions and distributed amongst clienteles of dispute resolution council of Torbat-Heydarieh and 450 people respond to the questionnaire during 6 months of 2013.

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The concept of dispute resolution in Islamic Law

The concept of dispute resolution in Islamic Law

agreement between the nominated representatives of the warring parties.. two civil wars were to split the Muslim community permanently into Shi'as and Sunnis right do[r]

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The Judiciary and Dispute Resolution in Japan: A Survey

The Judiciary and Dispute Resolution in Japan: A Survey

Although litigation is increasing in Japan, in comparison with similarly developed industrialized nations, the number of cases liti- gated remains low."' Whether it[r]

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Alternative Dispute Resolution: A Critical Reconsideration

Alternative Dispute Resolution: A Critical Reconsideration

I N 1985, in the pages of Wisconsin Law Review, four co-authors and I warned that alternative dispute resolution (ADR), then a relatively young movement undergoing explosive growth, was likely to disad- vantage minorities, women, and members of other disempowered groups, particularly when their adversary was a corporation, a white person, or an authority figure of some kind. 1 Coming on the heels of a famous article

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Construction Dispute Avoidance and Profit-Sharing Construction Contracts

Construction Dispute Avoidance and Profit-Sharing Construction Contracts

This should be seen as a matter of the interpretation of the contract and examined separately in each case. The fact that the parties to the contract have agreed on a profit share does not necessarily lead to a classification of the contract as a particular typical or atypical contract. Even though a profit share has been agreed on, the contract in question might be qualified as merely a construction contract or an ordinary partnership contract according to the consent of the parties. Thus, the legal qualification (character) of the contract should be evaluated in each case concerned .On the other hand, it seems most appropriate to qualify the profit sharing construction contract as a mixed contract in the case where the most common version available in the practice is examined.
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