This article explores how counsel can effectively manage the large volumes of records created.
Law firm respond to suggestions of poor customer service differently. This article describes one hypothetical possibility.
This article discusses what records need to be retained and what records you can toss out as in-house counsel.
Discusses how in-house attorneys control litigation with outside counsel and avoid falling victim to surprise expenses while managing legal spending.
Provides thoughts and advice on how to bridge the divide between your legal department and the rest of the corporation.
The Movers and Shakers in November 2007
Read Laura Stein's first Chair's Message in ACC Docket on mentoring, grooming, and fostering good relationships in your in-house legal department.
To social psychologists, cognitive dissonance occurs when a person has two conflicting ideas or beliefs, neither of which she can easily set aside. So instead of disavowing one cognition, she creates a belief that satisfies both, no matter how absurd. As in-house attorneys, however, we are expected to offer objective counsel and guidance. Recognizing cognitive dissonance is necessary to do our job.
Attorneys are frequently confronted by having to decide whether to say "no" to an action proposed by their client. This circumstance is much more challenging for the in-house practitioner, whose client is also their employer. Before being faced with this situation, an in-house lawyer should learn the rules about who the client is, when to say no, and when to say yes.
Outlines examples of the tolerated practices that invite the kind of self-dealing and corrupt practices by corporate directors and officers and provides corporate governance practices that will maximize the risk of costly and crippling corporate scandals.