Science has defined a variety of natural laws that explain the physical world and how it changes. One such law states that for every action there is a reaction, and that for every motion there is corresponding counter-motion. Whether it’s visible to the human eye or not, one thing is certain – movement and change will occur as a result. Having studied these principles, author Raymond Holliwell not only understood the universal physical applications, he also understood the spiritual and mental applications as well. By using this law on a spiritual and mental level, Holliwell found that a specific thought could create a desired reaction in his personal and professional life through continual and dedicated practice. As he came to realize the expanded potential of this powerful law, he eventually recognized the ultimate source of the dramatic results – God.

Since the passage of the Civil Rights Act, virtually all companies have antidiscrimination policies in place. Although these policies represent some progress, women and minorities remain underrepresented within the workplace as a whole and even more so when you look at high-level positions. They also tend to be less well paid. How is it that discrimination remains so prevalent in the American workplace despite the widespread adoption of policies designed to prevent it? One reason for the limited success of antidiscrimination policies, argues Lauren B. Edelman, is that the law regulating companies is broad and ambiguous, and managers therefore play a critical role in shaping what it means in daily practice. Often, what results are policies and procedures that are largely symbolic and fail to dispel long-standing patterns of discrimination. Even more troubling, these meanings of the law that evolve within companies tend to eventually make their way back into the legal domain, inconspicuously influencing lawyers for both plaintiffs and defendants and even judges. When courts look to the presence of antidiscrimination policies and personnel manuals to infer fair practices and to the presence of diversity training programs without examining whether these policies are effective in combating discrimination and achieving racial and gender diversity, they wind up condoning practices that deviate considerably from the legal ideals.

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Contract drafting is different from the other types of writing that a new lawyer is faced with. Law school contracts classes rarely consider the issues that arise in sophisticated commercial transactions. A new lawyer is therefore forced to learn by doing and observing -- in high-pressure 'on the job' training. Now there is help. Working with Contracts: What Law School Doesn't Teach You provides the beginning lawyer with an operative understanding of the vocabulary and the building blocks of contracts. It introduces the basic elements of all contracts; describes the lawyer's role in the drafting and negotiating process; discusses amendments, waivers, and consents; and addresses issues that arise in reviewing contracts, including due diligence issues. It also offers sample provisions, drafting checklists, and an expansive glossary of contract language and basic transactional practice.

This book addresses this relationship between the professions of social work and law and helps social workers develop the knowledge necessary to practice in a legal environment. The author focuses on how the law affects the day-to-day practice of social work; the creation, administration, and operation of social service agencies; and the ways in which social workers and attorneys collaborate to serve the public.

Modern legal professionals frequently work in small groups and teams. This concise and practical book is designed to help current and future legal professionals develop the cooperative and collaborative skills they need to work with others effectively. This book is not a cliché-laden plea for teamwork in all circumstances. The fundamental premise of the text is that when collaborative work is performed appropriately and thoughtfully, the advantages significantly outweigh the disadvantages. The book explains: (1) when group work is more beneficial than individual work; (2) when a small work group project is more appropriate than a team project; and (3) when some teams are likely to outperform others. This pioneering book helps readers maximize the benefits -- and minimize problems -- when working collaboratively. It incorporates the best contemporary research on group dynamics, conflict resolution, and decision making. To illustrate these concepts, the text uses a wide range of examples -- including the growing use of virtual legal work groups or teams. The book is designed to be used as a supplemental text in a variety of courses or as a guide in any law firm or in-house counsel setting in which legal professionals are expected to work together to produce high quality legal work.