In countries outside the developed world, although writers have written commentaries on specific legal codes, very little attention has been given to legal writing which has focused specifically on the ethics of the legal profession. This book makes a special contribution in that regard providing, as it does, a comparative study of prevailing efforts to enhance ethical standards in a profession potentially in crisis and under much public scrutiny. Countries which have been examined include the UK, the US, Canada, South (...) Africa, and countries in the Pacific, South East Asia and the Caribbean. Valuable guidance and learning are provided on such topical issues as wasted costs orders, conflicts of interests, legal and judicial codes, confidentiality, privilege and the ethics of the criminal process, where the jury system comes in for critical evaluation. This book will be a valuable text on the ethics and status of the profession. It will be of considerable interest to law students, practitioners and legal academics, Bar Associations, Attorneys-General and Directors of Public Prosecutions as well as members of the judiciary. (shrink)

This paper explores the evolution of the techno-management imagination (TMI). This is the process by which, in times of crisis, managers think not just out of the box, but out of the very reality in which the box resides. Tacit social consensus, also known as corporate culture, can lead to a shared, implicit, and incorrect view that certain actions are impossible. TMI transcends local culture, accessing technological solutions that are unknown and/or unimagined. Members of the organization tend to call such (...) solutions "magic". The paper looks at social, perceptual, and managerial aspects of magic from a practical point of view that is grounded in research. It examines the risks of TMI, and concludes with suggested perspectives and research questions for management scientists and cognitive scientists. (shrink)

This paper explores the evolution of the techno-management imagination. This is the process by which, in times of crisis, managers think not just out of the box, but out of the very reality in which the box resides. Tacit social consensus, also known as corporate culture, can lead to a shared, implicit, and incorrect view that certain actions are impossible. TMI transcends local culture, accessing technological solutions that are unknown and/or unimagined. Members of the organization tend to call such solutions (...) “magic”. The paper looks at social, perceptual, and managerial aspects of magic from a practical point of view that is grounded in research. It examines the risks of TMI, and concludes with suggested perspectives and research questions for management scientists and cognitive scientists. (shrink)