The end of June marks the end of Iquja’s first six months. The website has been pending for a while, but it is now finally up, as a close-to-final version.
Many have inquired about the origins of the name. Iquja comes from using the first letters of these words: integrity, quality, understanding, judgment and action – words that now define and categorize the values of the firm. As part of a bigger picture, I have used these same words to group together failures typically disabling corporations to find the best outcomes to the conflicts they confront.
Many aspects of modern dispute resolution gather continuous attention. Wider consideration focuses especially on the procedural aspects of specific dispute resolution mechanisms (e.g. arbitration or court processes). One should, though, bear in mind that even a flawless dispute resolution process, with brilliant attorneys, makes zero sense if the matter could have been settled earlier, without a formal dispute resolution process.
Corporations do not exist to enable the existence of fancy dispute resolution mechanisms. Dispute resolution mechanisms exist to enable efficient resolution of conflicts – so that corporations can carry on their businesses with as little disruption as possible. Avoiding a dispute resolution process altogether is usually the most appealing alternative to any corporation facing a conflict.
Some aspects of modern dispute resolution have gathered little attention. Through project Iquja we are, as a side project to attorney work, concentrating on one: how should a party to a conflict manage it?
The first months have been highly interesting. Some colleagues from larger firms have pondered whether the amount of administrative work turns burdensome in a smaller setting. The answer is no. Of course, you will have to get all things up and running (with even some odd hour work). But once all is set, the administration is not really a burden. It, of course, further helps when you have succeeded in recruiting someone with stellar capabilities and an unparalleled work attitude.
I think that the profession of a dispute resolution lawyer is a profession for a relatively humble person. Self-assertion does not really fit the profile – nor does overconfidence. Every case is different and one has no option but to stay alert to every single detail.
When you are managing a conflict for your corporation, you should have the same kind of mindset. And just for the record: engaging outside counsel does not mark the end of your management efforts. It is just a phase of the process. A decision thereof probably alters your management role but it does not make it any less important.
Iquja wishes everyone an enjoyable and relaxing vacation season.