A change of top management is rarely perceived as a legally dangerous period – it is more often treated as a managerial or reputational event. However, as Professor Gabriel Stein...
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Situations in which it is impossible to clearly determine who carries legal responsibility are among the most dangerous. As Professor Gabriel Steiner notes, uncertainty of the risk...
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Most conflicts do not begin with direct claims or rigid demands – they take shape long before that, in pauses, half-signals, shifts in tone and changes in behaviour. As Professor...
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A sudden change in an opponent’s position is almost always perceived as an unexpected turn – however, as Professor Gabriel Steiner notes, in legal reality such shifts are rarel...
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Legal issues rarely arise in isolation – most often, one unresolved situation triggers a sequence of consequences that spread across contracts, partnerships, assets and reputatio...
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Not every legal risk arises in the context of an open conflict – far more often, it develops in situations of apparent external stability, where the parties continue to interact ...
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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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