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Rule 18 is the primary rule of federal civil procedure governing the joinder of claims by a litigant.  It is a permissive rule in that it does not require the joinder of any claims with leaves that choice up to the advocate and her client.  From a purely procedural perspective, if your client has a negligence claim against a party, in filing your negligence lawsuit you can also include a battery claim against that party or even a completely unrelated breach of contract claim arising out of a different event than the negligence claim.  The civil procedure rules permit such joinder because of reasons of efficiency and finality–if you are going to war against a particular litigant, you should face no procedural barriers to bringing all potential grievances at your disposal against that opponent and settling all quarrels in one proceeding.   While rule 18 seems broad on its face, there are some procedural checks that you should understand.

The first check on this seemingly broad permission to join unrelated claims against a litigant comes at the jurisdictional level–just because a court may have territorial power (personal jurisdiction) against the party or the jurisdictional power to hear one type of claim (subject matter jurisdiction), this does not necessarily mean that the additional claim can survive either jurisdictional scrutiny. The other check on rule 18′s failure to compel joinder of all related claims is the judge-created doctrine of res judicata or claim preclusion.   The claim preclusion doctrine essentially holds that when a litigant’s claim has been finally adjudicated, that litigant’s other related claims against the same party are considered to have been merged into the original claim and their relitigation is barred. What this means is that when a plaintiff sues a defendant for negligence, once a final judgment has been entered in that suit–whether by motion, trial, or settlement–that same plaintiff may not sue that same defendant for battery if that claim is considered to have arisen out of the same transaction or occurrence as the negligence claim.  This “one bite at the apple” doctrine promotes finality. The practical ramification for a claimant is that, while rule 18 does not require assertion of a battery claim along with the original negligence cause of action, the claim preclusion doctrine says that if you fail to join the two claims, you will be precluded from attempting to take that second bite of the judicial apple in a subsequent lawsuit.

From a strategic perspective, what are the advantages and disadvantages to filing multiple claims instead of just one?  The advantages seem fairly straightforward.  One of these is that if one of the claims fails another might still succeed, so adding as many claims as possible to your lawsuit increases your chances of prevailing on something.  Just because either the law, facts or moral theme surrounding one cause of action do not seem to apply very well does not mean that the defendant’s same conduct must also suffer the same fate under a different legal theory.  The substantive law provides for different causes of action because either judges or legislators believed that certain circumstances justified a recovery.

Another advantage to combining different claims against the same party is to overwhelm the defendant into submission.  It can be daunting to be sued on multiple claims and it can make the effort to extricate oneself from a lawsuit seem more difficult.  If a court is hesitant to dismiss as a matter of law any claim, will not the court be even more reluctant to dismiss many claims?  Perhaps.  Asserting multiple claims increases the litigation expenses for the defendant, all other things being equal, because doing so causes the defense advocate to spend more time engaged in legal research and obtaining discovery to try to defeat those theories.  Finally, because the limits of discovery are tied to the pleadings, the broader the allegations and the greater the claims, the more discovery that becomes available to the plaintiff.  It can also increase the chance that a jury at trial might find some legal theory persuasive in a particular factual context.  In my next blog post we will talk about some of the disadvantages of joinder.

REASONS TO CHOOSE JOINDER OF CLAIMS

By Charlie Rose on September 14, 2012

JoinderOfClaimsRule 18 is the primary rule of federal civil procedure governing the joinder of claims by a litigant.  It is a permissive rule in that it does not[…]

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When negotiators approach actual agreements, they enter a delicate portion of their interaction – the Closing Stage. If they get this far, they almost always conclude their interaction successfully, but the way in which they close the remaining gap can significantly affect the final terms achieved. Bargaining sessions create anxiety due to the uncertainty involved. The parties don’t know whether agreements will be achieved, or what the actual terms will be. As they see tentative agreements on the horizon, they move swiftly to close the remaining gap and solidify the deal. They may still be $5000, $50,000, or even $5,000,000 apart. How they close that gap will greatly affect the final terms. Nothing requires them to split the remaining difference. The more patient and more manipulative side may be able to induce their less patient opponent to close 60, 70 or even 80 percent of the gap.

When negotiators reach this part of their interaction, they tend to speed up to conclude the deal. They should actually do the opposite. They should slow down and not rush the process. If the other side is more anxious, it will make more concessions and larger position changes during this stage of the process. They should praise the other side for its efforts in this regard, and let them move more expansively. While it is critical not to use disruptive tactics during this part of the interaction, to keep the process moving toward a successful conclusion, it is imperative for persons not to hurry. They should be certain they are not bidding against themselves with unreciprocated concessions, and they should encourage their opponents to close more of the remaining gap. They may be able to develop effective emotional appeals by pointing out how many position changes they have already made, hoping to use this approach to induce careless opponents to concede more than they receive. Even where parties have moved together during the prior portion of their exchange, if one is induced to close an excessive part of the remaining gap during this stage, the other side will achieve far more beneficial final terms.

CLOSING THE DEAL

By Charles B. Craver on September 13, 2012

Closing-Mortgage-Deal1When negotiators approach actual agreements, they enter a delicate portion of their interaction – the Closing Stage. If they get this far, they almost always conclude their interaction[…]

Small-business-ideasSmall-business-ideasSmall-business-ideas

Employees will often come to their attorney to discuss launching a new business while they are still working for someone else.  Consider this scenario about a prospective client, who I’ll call Laura, and some ideas she has about exploiting opportunities that she has identified while working at Spartacus Technologies.

Laura told me that several months ago she proposed an alternative business model to the principals of Spartacus and they told her that they weren’t in a position to pursue it because they are deeply entrenched in their current business model and could not take the risk of scaling a new model.  They also told her that their answer was firm and that they would not be willing to revisit it in the future.

Laura is happy with her work but really thinks this is going to be something big and she is considering approaching the principals and asking to be released from her non-compete and employment agreements so that she can pursue investors to start a new company. In exchange, she is willing to propose some kind of “silent partner” agreement with the current company.  Laura wanted some help about how best to approach Spartacus and how to structure her proposal.

First, let’s return to some basic.  If Laura’s new business was truly totally unrelated to the activities of Spartacus then her duties are relatively limited and based on straightforward “common sense”.  On the other hand, significant problems may arise when the idea for the new business appears to be related to Laura’s exposure to the technology of her current employer, its business practices, financial condition and customers.  For example, an employee might become interested in developing technology that is competitive with or closely related to the technology used by his or her current employer, or an employee may want to compete with the current employer by tapping into the same customer relationships.

Either of these scenarios should raise a “red flag” and should trigger a discussion of various restrictions that the employee may need to overcome before moving forward with the new business.  It goes without saying that an angry former employer with resources and armed with a reasonable legal basis to object can stop a new business dead in its tracks!

In this scenario it seems pretty clear that there is no new business here unless Spartacus is on board somehow since our fledgling entrepreneur would be relying on ideas and information that her current employer will likely claim ownership rights in.  Laura needs to come up with a simple ownership and management model for the new venture and figure just how Spartacus would be involved.  For example, would Spartacus need to license certain intellectual property to the new venture and, if so, what would be the terms of the license?  This information is important to potential investors.

Spartacus also needs to be “on board” for the due diligence process that investors will require—they won’t be satisfied with vague statements like “I have a silent partner lined up that will deliver me the technology as soon as the money comes in”.  Spartacus also needs to be secure about just how large a commitment it will be required to make.  If they are to be a significant, and named, strategic alliance partner for the new company it will be a diversion from the current business that they may not willing to take on.

Bottom line is that Spartacus cannot really be a “silent partner”—but Laura can do her homework to set things up in a way that leverages the good name of Spartacus while providing Spartacus with the peace of mind that its investment will be well managed and protected.

EXPLOITING IDEAS THAT CURRENT EMPLOYERS HAVE DISCARDED

By Alan Gutterman on September 12, 2012

Small-business-ideasEmployees will often come to their attorney to discuss launching a new business while they are still working for someone else.  Consider this scenario about a prospective client,[…]

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When people negotiate with others, they respond more favorably to  persons who exhibit body postures and speech patterns similar to their own. Negotiators who hope to take advantage of this factor can work to mirror the postures and speech patterns of the individuals with whom they are interacting.

When opponents lean back in their chair, these persons assume the same posture. If opponents cross one leg over another, these persons cross the same leg over the other leg to reflect the posture of those people. When adversaries lean forward in their chairs, these negotiators lean forward in a similar manner.

Skilled negotiators can similarly mirror the speech patterns used by opponents. When those persons speak more slowly, they speak more deliberately. When adversaries speak more rapidly, they speed up. Negotiators can also reflect the speech tone of opponents. When those people elevate their voice pitch, they can do the same.

When individuals speak, they usually employ one of three sensory preferences. Some use a visual orientation, and they describe their thoughts visually. For example, they ask if others can picture what they are saying, or they indicate that they can see what someone else is requesting. These persons tend to respond more favorably to negotiators who respond using a similar orientation. It thus helps if others respond to these persons by describing their desires graphically. They might alternatively say that they can see what the other side is concerned about.

Some individuals have an auditory orientation, and they use words to describe auditory perceptions. They might ask opponents to listen to their concerns or indicate that the other side’s proposal has rung a bell with them. They may ask adversaries to voice their opinion about the subject of their discussions. Persons with this orientation react most favorably to others who use a similar frame. For example, someone who hears their concerns, or who suggests that their proposal should create a large bang in the business community.

The third group tends to exhibit a kinesthetic/feeling orientation. These are people who feel or sense things. They might indicate that a proposal smells bad or leaves a bad taste in their mouth. They tend to rely on their gut feelings. To appeal most effectively to individuals with this orientation, negotiators should reflect their kinesthetic/feeling orientation. They might indicate that a new offer feels good to them, or suggest why they are not comfortable with that proposal.

POSTURE AND SPEECH PATTERN MIRRORING DURING NEGOTIATIONS

By Charles B. Craver on September 11, 2012

obama-aso-and-washingtonWhen people negotiate with others, they respond more favorably to  persons who exhibit body postures and speech patterns similar to their own. Negotiators who hope to take advantage[…]

DON’T NEGLECT PREINCORPORATION AGREEMENTS WHEN COUNSELING CLIENTS ON FORMING NEW BUSINESSES

By Alan Gutterman on September 10, 2012

business-partnershipPreincorporation agreements can be invaluable tools in focusing the principals of a new business on the hard decisions that need to be made about governance of the new[…]