Alternative Dispute Resolution

Use of judges as mediators; when is the right time to mediate?; when will discovery or a ruling on a key issue facilitate mediation?; who should attend?; what information should be exchanged and what should be confidential to the mediator?; possible case study of ResCap mediation or other example

Overview of the legal landscape for mediation; selecting the mediator (identifying the essential traits and differing styles of a mediator that are suitable for a particular controversy); potential attorney conflicts in mediation; preparing yourself and your client for the mediation; effective use of pre-mediation statements; good, bad and ugly strategies for opening statements; preparing for potential roadblocks in a mediation; effective bargaining strategies; utilizing the mediator to your best advantage; and documenting the settlement agreement.

This panel will focus on the irrational biases for decision-making in bankruptcy. The essence of bankruptcy is deciding how to divide the debtor's metaphorical shrinking economic pie among qualified creditors. At its optimum, bankruptcy decision-making is efficient and rational. However, at other times even the most skilled bankruptcy practitioners are stymied by the inability of bankruptcy participants to make seemingly rational business decisions. Why can't everyone be rational? Decision-making is not a rational process.

Business: The World has Changed You’d Better Know the Alternatives to Bankruptcy