Strategic Approaches to the Legal Environment of Business. Michael O'Brien

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and thus, the proportion of cases actually dismissed did not really change.

      Plaintiffs’ lawyers in many actions take cases based on a contingency fee. That is, the lawyer only gets paid if the plaintiff collects a judgment or a settlement. Whether the lawyer will take the case is a function of how much is likely to be collected (D) and how many hours (H) are necessary to obtain this collection. Inherent in this calculation is some marginal revenue (or hourly rate) that the attorney demands that is represented by attorney labor supply (ALS).

      ALS=f(D,H)

      The amount that is likely to be collected (D) is a function of prudent attorney decisions (A) and what the case is worth (W). W is likely a probability distribution.

      D=f(A,W)

      A is an upward sloping marginal cost variable. As litigation proceeds, there is an increasing chance of making a mistake, since there is progressively more happening as described in the sections below. Accordingly, there are two different ways to approach civil litigation. In the first model, the attorney simply files a complaint and attempts to negotiate a settlement. In the second model, the action proceeds through discovery, but typically settles before trial.

      After a motion to dismiss fails, the defendant submits an answer that provides either an affirmative defense or claims that the plaintiff is simply wrong and denies the allegations. Either way, discovery begins.

      Returning to the matter of the trial lawyer operating on contingency, the focus now shifts to the view of the manager being sued. The manager has a singular focus—minimizing cost. Litigation defense costs generally do not add value to the firm in nearly the quantity of selling goods and services if these expenses offer any benefit at all. To the contrary, litigation defense costs drive up overhead costs and thus drive up the contribution margin necessary to put products on the shelves.

      In Samuel Issacharoff & George Loewenstein, Second Thoughts About Summary Judgment, 100 Yale L.J. 73, 88–91 (1990), the authors demonstrate that aggressive use of summary judgment drives up costs for plaintiffs’ attorneys and lowers settlements. Accordingly, the manager facing a lawsuit that cannot be disposed of on a motion to dismiss but can be vanquished on a motion for summary judgment is, in a macro perspective, better off. This is because Plaintiff’s attorneys would take fewer cases that are not likely to result in adequate payment.

      The question then becomes how exactly does one discern which cases have enough merit to survive a motion to dismiss and which cases have enough merit to survive a motion for summary judgment? That question is pursued in detail throughout this monograph. As various causes of actions are explored, there is an emphasis on the quantum of proof necessary to overcome these motions.

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