Emotional decisions in business and personal conflicts are often perceived as a weakness – however, as Professor Gabriel Steiner notes, far more dangerous than the emotions thems...
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In legal practice, the most dangerous risks are rarely expressed directly. As Professor Gabriel Steiner notes, threats most often arise not from what is said, but from what remains...
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An ultimatum is always an attempt to compress time and limit freedom of choice. As Professor Gabriel Steiner notes, the legal danger of an ultimatum lies not in its form, but in th...
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Joint projects are almost always built on distributed responsibility – each party is accountable for its own area of work, its decisions and its obligations. However, as Professo...
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In managerial practice, there is always a moment after which any decision becomes irreversible. As Professor Gabriel Steiner notes, this moment most often becomes the source of sys...
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External pressure rarely attacks the legal position directly – it targets the client’s confidence, decision-making rhythm and interpretive clarity. As Professor Gabriel Steiner...
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In corporate practice, risk rarely emerges from a single document – it arises from the overall environment in which decisions are made, information circulates and relationships e...
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In an environment where circumstances shift faster than decisions can be formalised, legal logic becomes not a set of rules – but the framework that stabilises the client’s beh...
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In business practice, the most dangerous risks often arise not from openly unfavourable proposals, but from those that look advantageous at first glance. As Professor Gabriel Stein...
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Expectations often become the unspoken force that shapes conflict long before it takes legal form. As Professor Gabriel Steiner notes, a significant portion of disputes arises not ...
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