Monday, July 23, 2018

What is risk?


What is risk?
The informal notion of risk as the chance that something bad might happen is not a bad place to start defining risk. Better management requires a better definition though. We need to break risk into distinct parts that are measurable.
RISK IS THE PROBABILITY OF LOSS GIVEN AN EVENT
Mathematical precision is possible and desirable in some cases. Large financial firms, for example, have sufficient data about operational losses that they can build predictive models based on experience to measure risk. They are the exception.
To illustrate how we might define risk in statistical terms take the formula: R = p * LGE. In this case R stands for risk, p for Probability of Event expressed as a percentage, and LGE stands for Loss Given Event. LGE is a measurement of the financial harm from an event. LGE can include non-financial losses, but they must yield to measurement for the formula to quantify risk.
Most organizations do not have the data or resources (or confidence in) abstract models of risk. Organizations without statistically valid loss data can still measure and manage risk, particularly legal risk, by simply moving a few steps toward quantification, away from the "bad stuff" notion.

Effective risk identification

To identify risks reliably requires a workable definition of risk. The ISO 31000 definition of risk usefully includes "positive risks." This is right lens for identifying legal risks and, ultimately, managing legal risks.
Risk in an information problem. We can manage risk when we understand the scope and components of our uncertainty. The approach to risk can guide the organization to develop a risk management strategy.

WHY IS RISK TOLERANCE IMPORTANT?

An explicit legal risk tolerance policy achieves two objectives. First, it saves the organization money by calibrating the cost of risk treatment under ISO 31000. The organization cannot know how much to spend on preventative risk management if it does not have a target for acceptable risk.
Second, the legal risk tolerance policy improves organizational efficiency. For example, it is not unusual for sales executives to complain about revenue deals held up in legal. If both sides understand the organization's tolerance for risk, then sales executives and lawyers can collaborate on the contract in a meaningful way.


Legal risk in the context of market data


Legal risk in the context of market data

With annual revenues in excess of USD 20 billion, the market data industry is complex and large. It is no surprise that using, buying, creating or selling market data presents a range of risks, including technology, financial and legal risk.  Legal risk typically arises from breach of obligations under legislation (including regulations) or contract.
Legal risk translates to additional payments (e.g. damages or regulatory fines), increased regulatory burdens, reputational damage (e.g. public censure) and regulatory or legal processes which are costly and time-consuming distractions from a firm’s core activities. A lawyer advising on market data may be involved in a range of matters: (many) contract negotiations; negotiations and disputes over audit outcomes and licensing policy; advice on data management and compliance/remediation projects; advice on creating and contributing to financial indices and benchmarks; matters involving trading and information platforms (sometimes in competition with existing data vendors); and submissions to competition law authorities.
In the context of market data, some key legal risks for market data users are:
(1)    Unbudgeted spend arising from usage: unsurprisingly, vendors will seek to maximise revenue and customers will seek to control spend. Customers may have to pay for unauthorised use, or pay a fee based on usage (or deemed usage or access). Exchanges and vendors are alert to the possibility of undeclared usage, whether through audit, training or even relationship visits to the trading floor. Uncontrolled usage or distribution of market data can therefore be very expensive.
(2)    Terms unilaterally changeable by the vendor, so little control of legal risk:some vendors (notably exchanges) reserve the right to change the deal by notifications to customers (or even simply by notifications on a website). In such cases, the customer will have little opportunity to manage legal risk. Sometime what appear as small points of detail – e.g. unit of count for users – can have significant commercial impact. Some vendors are even unwilling to provide contractual assurances of their right to license data to their customers in the form of indemnities against third party intellectual property claims.
(3)    Complexity of contracts: some market data contracts have many components  – for example, master agreements, licensing policies, business principles, addenda, order forms – which customers often find difficult to manage. Uncertainty over whether customers can create derived data (either at all or without further payment) may taint data held by financial institutions. Industry developments such as the FISD Consumer Constituency Group’s CRISP (Contracts should be Readable, Intuitive, Standardised and Precise) are welcome but at an early stage – readers may assume that, at least for now, many market data Contracts are Rubbish, Asymmetrical and Problematic. In the shorter term, data governance and remediation projects can help bring clarity to the complexity, but require resources with the requisite expertise and time.
(4)    Vendor contractual terms lock users in: vendor contracts often impose restrictions on users from using a vendor’s data, even if that data is not protected by any intellectual property rights and in the public domain. Requirements to delete data upon a subscription terminating can also effectively mean that a subscription cannot be terminated, as historic data may need to be held to support risk and P&L figures.
(5)    Burden and risk of contributing data: contributing to a benchmark has proven costly for a number of banks. The processes for contributing to any reference price or benchmark should be subject to strict governance – not just for interest rate benchmarks, but for any contributed price.
(6)    Risk of inaccurate regulatory reporting:  market data is generally provided by vendors with no or very limited assurance as to its accuracy. While the vendor’s wish to limit liability is understandable, this leaves financial institutions with the responsibility of ensuring that their filings to regulators, shareholders and the markets are accurate. In theory, the management of an FCA-regulated entity could face criminal penalties for negligent processes around reports to regulators – food for thought for senior management.
(7)    Reporting and audit requirements: the burden of audit and reportingrequirements can be complex and resource-intensive.
While negotiation of new agreements can go a long way to mitigating these risks, sometimes firms are hamstrung by master agreements signed several years ago (often with no review by market data professionals or by lawyers with knowledge of market data) and so face the question of whether and when existing agreements should be renegotiated.  Deciding on the correct strategy is an area where market data professionals and experienced lawyers can add value.
But it’s not plain sailing for data providers either: their role in creating markets is increasingly under scrutiny, with the possibility of increased regulatory involvement from the financial services regulators, anti-trust authorities and privacy regulators.


Legal Risk Management


Legal Risk Management
1. Select framework
RISK MANAGEMENT IS A CONTINUUM

OBJECTIVES FOR A FRAMEWORK

A risk management framework for legal risk and compliance should meet four objectives:
1.    Simple but not simplistic
2.    Scalable but not overbearing
3.    Adaptable but with clear guidance
4.    Practical but not regimented
2. Obtain organizational commitment
Risk management initiatives often stall and stagnate because the organization insists on "doing it right," meaning implementing a risk management framework for the entire enterprise. Enterprise risk management (ERM) is a noble and important endeavor. However, it is not an essential starting point.
General counsel, compliance officers, contract managers, other legal professionals can implement legal risk management within their own domain. A focus on legal risk yields two benefits. First, the broader enterprise will benefit from clarity and measurement of formerly opaque risks. Second, the bar for approval of software and processes is lower than enterprise risk management, because the systems are simpler and the field of use is constrained.
There are four key questions to obtain organizational commitment:
·         What is the scope of the legal risk management initiative (meaning: departments, divisions, or enterprise)?
·         What types of legal risk will get tracked with the initiative (contracts, regulations, litigation, etc.)?
·         Who is the audience for legal risk reporting (management layer, corporate functions, etc.)?
·         How much budget is available to track and treat legal risk in terms of time, money, and staff?
Answering these questions will focus the organizational commitment needed to get started.

3. Identify legal risks

Risk identification is an issue spotting exercise. The objective is to compile a broad list of risks. There are three steps to identify legal risks:
Step 1: Find sources of legal risk. The primary sources of legal risk are contracts, regulations, litigation, and structural changes.
Step 2: Recognize potential and actual risks. Uncertainties with legal consequences can arise from hazards (physical injuries), events (a single occurrence), situations (entering a new international market), and scenarios (counterparty does X, Y, or Z).
Step 3: Record risks in a risk register. A risk register is basically a list that also captures some attributes of each risk. To start, track the name of the risk, the likelihood on a simple scale as an estimate, the consequences rating on a simple scale as an estimate, and the combined risk rating on a simple scale.
Now you can subject the risks to analysis, driving toward decisions about how to manage legal risks.

4. Analyze legal risks

Risk analysis is about understanding the risks in the risk register. To analyze legal risks, begin with an assessment of controls. Risk controls can take a variety of forms depending on the risk, the industry, and the organization. For example, to manage a contract risk, an organization might use a requirements tracking system to ensure that individual obligations are satisfied.
Once you have gauged the effectiveness of risk controls, analyze the likelihood and consequences of each risk. The likelihood of a legal risk is the combination of the chance of discovery (will a claimant or regulator identify the problem) and the chance of an adverse decision. Similarly, consequences are the product of damages (usually in financial terms) and frequency (the number of incidents).
Precise measurement of likelihood and consequences is rarely, if ever, possible or even desirable. Risk involves uncertainty. Risk analysis aims to refine, but not resolve, the identified risks. The final part of risk analysis is to build in parameters or variables for the elements
With the analysis in hand, you can refine the risk register with more definitive ranges. Risk analysis is an iterative process. Some risks will fall off the list; some will merge with others; new risks will emerge after analysis.
5. Evaluate legal risks
Evaluating legal risks is quite different from the analysis of risks. To evaluate a legal risk is to prioritize the response to the risk. At the core of risk evaluation is your organization's risk tolerance. Legal risks that are above the line - intolerable - need risk treatment. The idea behind risk treatment is simple: modify the risk so that it is tolerable. Notice that it is not necessary to eliminate the risk, just render it tolerable.
Risk treatment options are as diverse as the risks we manage. However, there are several repeatable techniques:
·         Avoid the risk by not starting or continuing the activity that can create the uncertainty
·         Increase the activity that creates the risk, if the consequence is beneficial
·         Remove the source of the risk
·         Change the likelihood and/or consequence of the risk
·         Share the risk through contracting or insurance
Each of these techniques can change the character of legal risk. Adapting these techniques to legal risks brings legal professionals closer to the operations of the organization to reduce the cost and impact of uncertainty.
6. Communicate and advise
Once legal risks are inventoried and analyzed in the risk register, it is important to communicate the results to the broader enterprise. However, many risk professionals diminish the power of their message and the effectiveness of their communication by presenting each risk.
To make a lasting impact on the organization, think holistically and communicate clearly. The principles of effective risk management presentations are detailed in "The 20 Minute Risk Manager."
Risk management is the frontier for lawyers, compliance officers, and contract managers to add value to their organizations. A pragmatic approach to legal risk management is within reach.


Why global legal risks have increased


Why global legal risks have increased
RISK CRITERIA
Risk criteria allow the organization to evaluate and compare risks. The cost of risk treatment is measured against the level of the risk with the risk criteria. Risk criteria impose consistency on how an organization identifies and measures each element of a risk. In the examples here, there are only three risk criteria:
1.    Likelihood is measured as a percentage probability,
2.    Consequence is exclusively a financial loss (not a profit), and
3.    Risk is the product of the two with no other considerations.
Reason for increase in risk
Over recent decades legal risks have intensified around the world. The following are the main reasons:
·         The volume of law is now out of control internationally and is unmanageable.
·         A large part of this increase of risk results from the intensification of regulatory regimes, notably in the West. These regulatory regimes, of which there are a great many, typically criminalise the ordinary law and are sometimes aggressive. In some cases, particularly large parts of financial regulation, their usefulness is questionable.
·         Almost all jurisdictions are now part of the world economy in the sense that they have businesses, banks and corporations which do business with other countries. Few countries are hermetically sealed off. Out of the just under 200 countries, there are about 320 jurisdictions and almost all of these now participate in world markets.
·         The law is much more volatile than it has ever been and changes rapidly, sometimes with no apparent reason, arbitrarily, just because somebody wants to fiddle with the law, or has a flash of anger.
·         In developed countries, domestic financial and corporate law is breaking up into tiers or layers internally, with different protections for different sectors of the population, usually politically driven.
·         There is great diversity around the world as to how the law is actually applied and the rule of law. For example the basic law in Congo-Kinshasa and Belgium derives from the same roots but the application is very different. One therefore has to cope with a double layer – the written law, or the law on the books, and then how it is applied.



Common legal risks that can impact your business


 Common legal risks that can impact your business
The role of General Counsel and legal departments is changing. Not only do legal departments need to understand the law, draft legal documents and conduct litigation, but General Counsel is increasingly required take on the strategic management of legal risks to protect the value and assets of a company.
But what is legal risk?
Risk – by definition – is the uncertainty of the outcome of a certain event. Businesses are faced with a variety of risks on a daily basis. Business look to assume the right types of risk with positive consequences, like profit or increased market share, while reducing the potential of negative consequences, like litigation or fines.  While many risks can have legal implications, that does not necessarily make all risks legal ones.:

Types of legal risk

Certain types of risk are accepted as a part of business, others that relate to legal matters, like contracts, entities, assets, IP and compliance, can have serious, adverse effects on a business.
As mentioned, any risk could have legal implications, however, typical legal risks that fall under the responsibility of the legal department include:
·         Corporate
Businesses have several options when choosing a legal and governance structure for the organization which will set the tone and set a foundation for processes around taxation, liability, required documentation, etc., and how management and operational decisions are to be made.
General Counsel need to understand the pros and cons of each legal structure, and need to adopt a strong corporate governance that promotes ethical business practices throughout the entire organization.
Once a legal and governance structure has been defined, it’s important to identify the corporate risks across the whole company, such as fraud or unethical business practices, and implement controls, like audits and awareness programs, to manage these risks.

·        Assets

Another type of legal risk that General Counsel need to understand is the risk to assets. The value of both tangible assets, like buildings, and intangible assets, like human capital and intellectual property, need to be protected.
To protect the rights and obligations related to the legal assets owned by a business, General Counsel require a clear picture of all the company’s assets so that they can identify and manage risk to avoid negative consequences.

·        Contracts
Contract risk is often defined as the possibility of financial loss either due to a buyer reneging on the contract or a failure by the organization to adequately manage the contractual benefits or obligations .
However, when looking at contract risk it’s equally important to look at the contract management process to fully understand your company’s risk exposure. Poor contract processes, such as manual mistakes, non-compliant terms and/or an inability to close a contract on time, can put your company at risk.
Automatic processes and contract management software can help standardize the contract process and empower managers to draft contract terms using templates, reducing the organization’s exposure to contract risk.

·        Disputes
Legal disputes include any dispute in which a legal claim is made, including employee misconduct, accidents, product liability, etc.
As General Counsel, one of your many responsibilities is to limit the risk of disputes. Even if disputes don’t end in litigation, they can damage business relationships, reputations and cost your company valuable time and resources.
To reduce the risk of disputes and litigation, General Counsel can take proactive steps like using risk transfer agreements, ensuring compliance, maintaining accurate records and using legal management software that can alert you to potential dispute risks.

·        Regulatory
Regulatory risks is the risk of having your company’s license to operate “withdrawn by a regulator, or having conditions applied (retrospectively or prospectively) that adversely impact the economic value of an enterprise” (PwC ).
Your business may be subject to regulations from government institutions, commissions and/or agencies. It’s important to understand the specific regulations that apply to your company’s activities and the related rules, such as specifications, policies, standards or laws, you must follow to avoid penalties and/or litigation. It’s also important to know when changes are made to that your company is not at risk of non-compliance.
Proactive regulatory risk management requires implementing specific policies, procedures and protocols to ensure that your company is in compliance well in advance of regulatory changes.

Conclusions

As General Counsel, our role is to support the organization in assuming the right types of risk with positive consequences, like profit or increased market share, while reducing the potential of negative consequences, like litigation or fines.


HISTORICAL RESEARCH:



 HISTORICAL RESEARCH:

Historical Research means
“ Finding out the previous law in order to understand the reasons behind the existing law and the course of its development”
-P.M.Bakshi

in his essay,
 Legal Research and Law Reform stated Historical Research as On the Archives Building in Washington, there is a famous inscription
which reads:

 ALL THAT’S PAST IS PROLOGUE

These are pregnant words and not mere rhetoric. The past often explains the
 present, most vividly”.
 Historical research in this context is not meant a discussion of the history of each rule of law or of each statutory provision for the sake of mere intellectual delight or for mere record. Like all other types of research required for the purpose of law reform,historical research is useful in law where the present statutory provision or rule of law has raised meaningful queries and it becomes necessary to explore the circumstances in which the present position came about. Not unoften, an exploration of the historical material gives a clue to the reasonswhy a particular provision was framed in the form in which it now appears. This often removes certain doubts, or even supplies to the researcher the reasons that justify the present provision - reasons which may not otherwise be apparent. Obviously, where such a fruit is yielded by historical research, it has its own utility. It prevents one from making
a suggestion for change in the law which one was tempted to make (before knowing the past), but which now appears to be unnecessary.
Secondly, historical research may often reveal that alterations in the law on particular lines which are now tentatively under consideration had already been thoughtof in the past also, in the earlier attempts at reform of the law, but had been rejected for sound and valid reasons.
Thirdly, historical research would often show that a particular existing provision,fully justifiable at the time when it was introduced, is no longer so justifiable because the reasons that justified the original inclusion of that provision are no longer valid. Historical research reveals the reasons, which might otherwise remain obscure.
Finally, on more general level, when the history of a particular idea which has been given a concrete shape in the law is studied in depth, it shows the gradual evolution of the law on certain lines, thus showing the general trend of change. It is true that some jurists fight shy of history
.Jeremy Bentham
stated
we are told, had scant respect for history and contributed little to an understanding of legal and social change in a continuum

But it is now well recognised that in many cases there is certain logic in the wayin which the law evolves, even though, in some other cases, one may, no doubt, find thatthe law had in the past developed rather on haphazard lines. Of course, when one speaks of historical research, one is not confined to pure law. Even though the material directly under study may be legal, that is to say, the source to be consulted may be a traditional legal source, the factual material that comes to light and the knowledge of ideas gathered from such a source, may often have an interest that transcends the exclusively legal field. In fact, social and legal factors cannot be always reduced to water tight compartments. Any adequate appraisal of the precise nature and rate of change in a particular country must also pay special attention to the effect of relevant physical, demographic, technological
Variables.

Sources of Historical Material 

What, then, are the sources from which historical material may be drawn? Here the legal researcher sometimes feels a handicap. Notwithstanding the availability of general books on Indian legal history and Indian constitutional history, the researcher willfind that when he sits down to tackle a particular subject assigned to him in a project of law reform, the historical material is not easily traceable. At least, it is not as easily traceable as Precedents.So far as pure statute law goes, some of the commentaries, no doubt, supply the reader with the text of the corresponding provisions in earlier statutes. But this does not always fully satisfy the curiosity of the researcher, and may not, in every case, yield sufficient light as to why a certain provision was phrased in a certain manner in the corresponding earlier statute.For this purpose, he will have to consult the relevant legislative debates.Fortunately, so far as central Acts go, these are excellently preserved in the national archives or state archives in regard to the older Acts. If the researcher finds it necessary(as he often may) to know the contemporaneous judicial understanding or exposition ofthe earlier provision, he will certainly like to go to the sources that contain such exposition. Experience has shown that one of the best sources to be consulted for this purpose are the earlier' commentaries on the particular statute


Rules of Comparative Research


Rules of Comparative Research
Comparative research is a research methodology in the social sciences that aims to make comparisons across different countries or cultures. The term comparative method refers to a specific kind of comparison – the comparison of large macro-social units. It can be seen as a way of bridging the qualitative and quantitative research traditions. I will in this article focus on comparative survey research.
There are many names for the type of research that we do: comparative research, comparative public opinion, cross-national public opinion, or even political behavior.
Roger Jowell (1998) in his article “How Comparative Is Comparative Research?” provides us with some rules of comparative research.
1)      Knowledge about country: Social scientists should undertake not to interpret survey data relating to a country about which they know little or nothing. This would tend to ensure cross-national collaboration in the interpretation as well as the design of comparative research.
2)      Limit the number of countries: Resist the temptation to compare too many countries at once. This is to avoid marginal countries being the primary focus (for example, choose OECD countries from the full range of WVS-countries). Emerging naturally from the six previous rules, cross-national surveys should ideally be confined to the smallest number of countries consistent with their aims, rather than celebrating as many nations as possible in their purview.
3)      Contextual variables matter as well: Cross-national surveys should pay as much attention to the choice and compilation of aggregate-level contextual variables, as they do to individual-level dependent and independent variables (relevant level-2 variables).
4)      Aware of limitations: Social scientists contemplating or engaged in cross-national studies should be as open about their limitations as they are enthusiastic about their explanatory powers. The fact is that only certain subjects, and only certain aspects of those subjects, can successfully be measured cross-nationally.
5)      Rules for methods: Stringent and well-policed ground rules for comparable survey methods should become much more common in comparative studies than they are now. To avoid infringing well-established cultural norms in one country or another, substantial national variations in methods are sometimes tolerated that should render comparisons invalid. To transform cross-national surveys from parallel exercises into joint ones, collective development work, experimentation, scale construction, and piloting should be undertaken in all participating nations. Routinely provide for secondary data analysts’ detailed methodological reports about each participating nation’s procedures, methods, and success rates, highlighting rather than suppressing variations. One should routinely include methodological experiments in cross-national research.
6)      Be critical of findings: Analysts of cross-national data should try to suspend initial belief in any major inter-country differences they discover. All too often, such unexpected differences turn out to be impostors – the result of a poor translation, a subtly different show card, a variation in sampling coverage, or a particular cultural cue that subtly alters the meaning of the variable in that country.
If these rules were even roughly adhered to, the situation would improve considerably. Indeed, any comparative data set that complied with these rules would immediately transform itself from being deeply suspect to just plainly problematical.




Research methodology for case law analysis


Research methodology for case law analysis

HOW TO BRIEF
The previous section described the parts of a case in order to make it easier to read and identify the pertinent information that you will use to create your briefs. This section will describe the parts of a brief in order to give you an idea about what a brief is, what is helpful to include in a brief, and what purpose it serves. Case briefs are a necessary study aid in law school that helps to encapsulate and analyze the mountainous mass of material that law students must digest. The case brief represents a final product after reading a case, rereading it, taking it apart, and putting it back together again. In addition to its function as a tool for self-instruction and referencing, the case brief also provides a valuable “cheat sheet” for class participation.
Most professors will espouse the value of briefing but will never ask to see that you have, in fact, briefed. As a practicing lawyer, your client doesn’t care if you brief, so long as you win the case. The judges certainly don’t care if you brief, so long as you competently practice the law. You are the person that the brief will serve. Keep this in mind when deciding what elements to include as part of your brief and when deciding what information to include under those elements.
Different people will tell you to include different things in your brief. Most likely, upon entering law school, this will happen with one or more of your instructors. While opinions may vary, four elements that are essential to any useful brief are the following:
(a) Facts (name of the case and its parties, what happened factually and procedurally, and the judgment)
(b) Issues (what is in dispute)
(c) Holding (the applied rule of law)
(d) Rationale (reasons for the holding)
If you include nothing but these four elements, you should have everything you need in order to recall effectively the information from the case during class or several months later when studying for exams.
Because briefs are made for yourself, you may want to include other elements that expand the four elements listed above. Depending on the case, the inclusion of additional elements may be useful. For example, a case that has a long and important section expounding dicta might call for a separate section in your brief label: Dicta. Whatever elements you decide to include, however, remember that the brief is a tool intended for personal use. To the extent that more elements will help with organization and use of the brief, include them. On the other hand, if you find that having more elements makes your brief cumbersome and hard to use, cut back on the number of elements. At a minimum, however, make sure you include the four elements listed above.
Elements that you may want to consider including in addition to the four basic elements are:
(e) Dicta (commentary about the decision that was not the basis for the decision)
(f) Dissent (if a valuable dissenting opinion exits, the dissent’s opinion)
(g) Party’s Arguments (each party’s opposing argument concerning the ultimate issue)
(h) Comments (personal commentary)
Personal comments can be useful if you have a thought that does not fit elsewhere. In the personal experience of one of the authors, this element was used to label cases as specific kinds (e.g., as a case of vicarious liability) or make mental notes about what he found peculiar or puzzling about cases. This element allowed him to release his thoughts (without losing them) so that he could move on to other cases.
In addition to these elements, it may help you to organize your thoughts, as some people do, by dividing Facts into separate elements:
(1) Facts of the case (what actually happened, the controversy)
(2) Procedural History (what events within the court system led to the present case)
(3) Judgment (what the court actually decided)
Procedural History is usually minimal and most of the time irrelevant to the ultimate importance of a case; however, this is not always true. One subject in which Procedure History is virtually always relevant is Civil Procedure.
When describing the Judgment of the case, distinguish it from the Holding. The Judgment is the factual determination by the court, in favour of one party, such as “affirmed,” “reversed,” or “remanded.” In contrast, the Holding is the applied rule of law that serves as the basis for the ultimate judgment.
Remember that the purpose of a brief is to remind you of the important details that make the case significant in terms of the law. It will be a reference tool when you are drilled by a professor and will be a study aid when you prepare for exams. A brief is also like a puzzle piece.
The elements of the brief create the unique shape and colours of the piece, and, when combined with other pieces, the picture of the common law takes form. A well-constructed brief will save you lots of time by removing the need to return to the case to remember the important details and also by making it easier to put together the pieces of the common law puzzle.
D. EXTRACTING THE RELEVANT INFORMATION: ANNOTATING AND HIGHLIGHTING
The simple answer is: whatever is relevant. But what parts of a case are relevant? When you read your first few cases, you may think that everything that the judge said was relevant to his ultimate conclusion. Even if this were true, what is relevant for the judge to make his decision is not always relevant for you to include in your brief. Remember, the reason to make a brief is not to persuade the world that the ultimate decision in the case is a sound one, but rather to aid in refreshing your memory concerning the most important parts of the case.
You should include the facts that are necessary to remind you of the story. If you forget the story, you will not remember how the law in the case was applied. You should also include the facts that are dispositive to the decision in the case. For instance, if the fact that a car is white is a determining factor in the case, the brief should note that the case involves a white car and not simply a car. To the extent that the procedural history either helps you to remember the case or plays an important role in the ultimate outcome, you should include these facts as well.
There is usually one main issue on which the court rests its decision. This may seem simple, but the court may talk about multiple issues, and may discuss multiple arguments from both sides of the case. Be sure to distinguish the issues from the arguments made by the parties. The relevant issue or issues, and corresponding conclusions, are the ones for which the court made a final decision and which are binding. The court may discuss intermediate conclusions or issues, but stay focused on the main issue and conclusion which binds future courts.
This is probably the most difficult aspect of the case to determine. Remember that everything that is discussed may have been relevant to the judge, but it is not necessarily relevant to the rationale of the decision. The goal is to remind yourself of the basic reasoning that the court used to come to its decision and the key factors that made the decision favour one side or the other.
A brief should be brief. Overly long or cumbersome briefs are not very helpful because you will not be able to skim them easily when you review your notes or when the professor drills you. On the other hand, a brief that is too short will be equally unhelpful because it lacks sufficient information to refresh your memory. Try to keep your briefs to one page in length. This will make it easy for you to organize and reference them.
Do not get discouraged. Learning to brief and figuring out exactly what to include will take time and practice. The more you brief, the easier it will become to extract the relevant information.
While a brief is an extremely helpful and important study aid, annotating and highlighting are other tools for breaking down the mass of material in your casebook. The remainder of this section will discuss these different techniques and show how they complement and enhance the briefing process.
Annotating Cases
Many of you probably already read with a pencil or pen, but if you do not, now is the time to get in the habit. Cases are so dense and full of information that you will find yourself spending considerable amounts of time rereading cases to find what you need. An effective way to reduce this time is to annotate the margins of the casebook. Your pencil (or pen) will be one of your best friends while reading a case. It will allow you to mark off the different sections (such as facts, procedural history, or conclusions), thus allowing you to clear your mind of thoughts and providing an invaluable resource when briefing and reviewing.
You might be wondering why annotating is important if you make an adequate, well-constructed brief. By their very nature briefs cannot cover everything in a case. Even with a thorough, well-constructed brief you may want to reference the original case in order to reread dicta that might not have seemed important at the time, to review the complete procedural history or set of facts, or to scour the rationale for a better understanding of the case; annotating makes these tasks easier. Whether you return to a case after a few hours or a few months, annotations will swiftly guide you to the pertinent parts of the case by providing a roadmap of the important sections. Your textual markings and margin notes will refresh your memory and restore specific thoughts you might have had about either the case in general or an individual passage.
Annotations will also remind you of forgotten thoughts and random ideas by providing a medium for personal comments.
In addition to making it easier to review an original case, annotating cases during the first review of a case makes the briefing process easier. With adequate annotations, the important details needed for your brief will be much easier to retrieve. Without annotations, you will likely have difficulty locating the information you seek even in the short cases. It might seem strange that it would be hard to reference a short case, but even a short case will likely take you at least fifteen to twenty-five minutes to read, while longer cases may take as much as thirty minutes to an hour to complete. No matter how long it takes, the dense material of all cases makes it difficult to remember all your thoughts, and trying to locate specific sections of the analysis may feel like you are trying to locate a needle in a haystack. An annotation in the margin, however, will not only swiftly guide you to a pertinent section, but will also refresh the thoughts that you had while reading that section.
When you read a case for the first time, read for the story and for a basic understanding of the dispute, the issues, the rationale, and the decision. As you hit these elements (or what you think are these elements) make a mark in the margins. Your markings can be as simple as “facts” (with a bracket that indicates the relevant part of the paragraph). When you spot an issue, you may simply mark “issue” or instead provide a synopsis in your own words. When a case sparks an idea — write that idea in the margin as well — you never know when a seemingly irrelevant idea might turn into something more.
Finally, when you spot a particularly important part of the text, underline it (or highlight it as described below).
With a basic understanding of the case, and with annotations in the margin, the second read-through of the case should be much easier. You can direct your reading to the most important sections and will have an easier time identifying what is and is not important. Continue rereading the case until you have identified all the relevant information that you need to make your brief, including the issue(s), the facts, the holding, and the relevant parts of the analysis.
Pencil or pen — which is better to use when annotating? Our recommendation is a mechanical pencil. Mechanical pencils make finer markings than regular pencils, and also than ballpoint pens. Although you might think a pencil might smear more than a pen, with its sharp point a mechanical pencil uses very little excess lead and will not smear as much as you might imagine. A mechanical pencil will also give you the freedom to make mistakes without consequences. When you first start annotating, you may think that some passages are more important than they really are, and therefore you may resist the urge to make a mark in order to preserve your book and prevent false guideposts. With a pencil, however, the ability to erase and rewrite removes this problem.
Highlighting
Like annotating, highlighting may seem unimportant if you create thorough, well-constructed briefs, but highlighting directly helps you to brief. It makes cases, especially the more complicated ones, easy to digest, review and use to extract information.
Highlighting takes advantage of colours to provide a uniquely effective method for reviewing and referencing a case. If you prefer a visual approach to learning, you may find highlighting to be a very effective tool.
If annotating and highlighting are so effective, why brief? Because the process of summarizing a case and putting it into your own words within a brief provides an understanding of the law and of the case that you cannot gain through the process of highlighting or annotating.
The process of putting the case into your own words forces you to digest the material, while annotating and highlighting can be accomplished in a much more passive manner.
Similar to annotating, the best parts of the case to highlight are those that represent the needed information for your brief such as the facts, the issue, the holding and the rationale.
Unlike annotating, highlighting provides an effective way to colour code, which makes referring to the case even easier. In addition, Highlighters are particularly useful in marking off entire sections by using brackets. These brackets will allow you to colour-code the case without highlighting all the text, leaving the most important phrases untouched for a more detailed highlight marking or underlining.
Highlighting is a personal tool, and therefore should be used to the extent that highlighting helps, but should be modified in a way that makes it personally time efficient and beneficial. For instance, you might combine the use of annotations in the margins with the visual benefit of highlighting the relevant text. You may prefer to underline the relevant text with a pencil, but to use a highlighter to bracket off the different sections of a case. Whatever you choose to do, make sure that it works for you, regardless of what others recommend. The techniques in the remainder of this section will describe ways to make full use of your highlighters.
First, buy yourself a set of multi-coloured highlighters, with at least four, or perhaps five or six different colours. Yellow, pink, and orange are usually the brightest. Depending on the brand, purple and green can be dark, but still work well. Although blue is a beautiful colour, it tends to darken and hide the text.
Therefore we recommend that you save blue for the elements that you rarely highlight.
For each different section of the case, choose a colour, and use that colour only when highlighting the section of the case designated for that colour. Consider using yellow for the text that you tend to highlight most frequently. Because yellow is the brightest, you may be inclined to use yellow for the Conclusions in order to make them stand out the most. If you do this, however, you will exhaust your other colours much faster than yellow and this will require that you purchase an entire set of new highlighters when a single colour runs out because colours such as green are not sold separately. If instead you choose to use yellow on a more frequently highlighted section such as the Analysis, when it comes time to replace your yellow marker, you will need only to replace your yellow highlighter individually. In the personal experience on one of the authors, the sections of cases that seemed to demand the most highlighter attention were the
Facts and the Analysis, while the Issues and Holdings demanded the least. Other Considerations and
Procedural History required lots of highlighting in particular cases although not in every case.
Experiment if you must, but try to choose a colour scheme early on in the semester and stick with it. That way, when you come back to the first cases of the semester, you will not be confused with multiple colour schemes. The basic sections of a case for which you should consider giving a different colour are:
Facts
Procedural History
Issue (and questions presented)
Holding (and conclusions)
Analysis (rationale)
Other Considerations (such as dicta)
Not all of these sections demand a separate colour. You may find that combining Facts and Procedural History or Issues and Holdings works best. Furthermore, as mentioned above, some sections may not warrant highlighting in every case (e.g., dicta probably do not need to be highlighted unless they are particularly important). If you decide that a single colour is all that you need, then stick to one, but if you find yourself highlighting lots of text from many different sections, reconsider the use of at least a few different colours. Highlighters make text stand out, but only when used appropriately. The use of many colours enables you to highlight more text without reducing the highlighter’s effectiveness. Three to four colours provides decent colour variation without the cumbersomeness of handling too many markers.
Once you are comfortable with your colour scheme, determining exactly what to highlight still may be difficult. Similar to knowing what to annotate, experience will perfect your highlighting skills. Be careful not to highlight everything, thus ruining your highlighters’ effectiveness; at the same time, do not be afraid to make mistakes.