Case management judiciaire et déformalisation de la procédure

Cadiet, Loïc

doi:10.3917/rfap.125.0133

Cited by 5 publications

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“…Knowledge deformalisation, according to (Volckrick and Deliège, 2001) is to defer the weight of problems and conflicts resolution mainly on participating parties (e.g., for (Deliège, 2010), knowledge deformalisation is also reflected in the fact that the patient become himself well informed about his illness, or on the fact that all the actors involved in a problematic claim as legitimate their point of view and "experience know how" on some situation). In addition, justice procedures deformalisation is easing rules by the players or the law itself (Cadiet, 2008). Table 2 shows some examples of formal artifacts deformalisation.…”

Section: Informal -Formal: Continuummentioning

confidence: 99%

Organisation, and Information Systems between Formal and Informal - Continuum, Balance, Patterns, and Anti-patterns

2013

Proceedings of the 15th International Conference on Enterprise Information Systems

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There is no doubt that formalising information systems is of great value to an organisation. This enables, among others, business processes, rules, services and objects models to be standardized, structured, capitalized and reused. A formal information system involves a structured organisation, clearly defined roles and responsibilities and therefore a rational management. However, generalising a formalisation approach to all information system perspectives or all levels of granularity can inversely be fatal to the smooth running of the business, its management, and operation. The aim of this paper is to explore information systems formalinformal continuum, to discover and understand its characteristics, patterns, anti-patterns, and the forces partcipating to its equilibrium, and to propose recommendations to reach right level of formalisation *. * This work is partially financed by the research grant EvA (vulgarisation of Enterprise Architecture) n o 002/EN-SIAS/2011 of Université Mohammed V-Souissi. 1 To formalise is (i) to give (something) legal or formal status (a year has elapsed since the marriage was formalised), (ii) to give a definite structure or shape to (we became able to formalise our thoughts) (OUP, 2012). Formalisation for Husserl, is precisely the relationship of an object to form (Quesne, 2003). (Ostrom, 2009) distinguishes between rules-inform (dead letters) and rules-in-use (actually followed) (Kingston and Caballero, 2009). formalisation means a reduction in personal and relational elements of coordination and an emphasis on objectively documenting decisions, discussions, and work processes (Meijer, 2008). Human and Formalisation Example of implicit formalisation-man and bodily faculties externalisation. According to (Serres et al., 2004), what is a hammer else than a fist with a forearm, which fell to our arm. The technique was invented by outsourcing a bodily factulty. Actually, there exists a mechanism that produces continuous despecialisation of human organs. Human being is unique in his capacity to lose a faculty and to develop

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Section: Informal -Formal: Continuummentioning

confidence: 99%

Organisation, and Information Systems between Formal and Informal - Continuum, Balance, Patterns, and Anti-patterns

2013

Proceedings of the 15th International Conference on Enterprise Information Systems

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“…Segundo esse movimento, todas as funções estatais (inclusive a Justiça) deveriam seguir uma lógica competitiva, concorrencial, típica da iniciativa privada, o que levou o referido doutrinador francês a qualificar o fenômeno como "mercadorização" e "mercantilização" da Justiça 29 . Nessa mercantilização, os serviços públicos (dentre eles os judiciais) passam a ter a sua qualidade aferida por indicadores de desempenho calcados na razão entre resultados obtidos e metas programadas 30 .…”

Section: Gerenciamento Do Processounclassified

Consensualidade e gerenciamento do processo: a conciliação e a mediação como instrumentos de fomento ao gerenciamento consensual do processo

Cobo¹

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The managerial concept arises in the judicial systems as a consequence of the transformations implemented by the "new public management" on the Rule of Law at the end of the 20 th century. These transformations were driven by the redefinition of the bureaucratic model of Max Weber by the efficiency paradigm, as a basis for the legitimacy of the public action. The expression "case management", in particular, is the result of the reforms occurred in the American and English civil procedural rules, whose different frameworks do not allow a full acceptance of its original meaning. However, it is possible to identify a common managerial rationality, based on the legitimacy of the judicial process for its efficiency, whose achievement stems from the encouragement of consensus. The search for efficiency must reflect, on the one hand, speedy conflict resolutions with lower transaction costs. On the other hand, it must satisfy the parties´ perception of fairness. Thus, the use of consensus seems to be able to foster both aspects of efficiency, as it promotes faster and cheaper solutions, not only in terms of merit, but also with regard to pretrial settings, when compared to court rulings. The consensual conduction of a case, whether for the use of alternative dispute resolution -ADR, or preparing it for adjudication, is defined as consensual case management. In this scenario, judicial activity is concentrated on the review on the validity of ADR choices and procedural agreements, which is considered absolutely necessary in light of the public nature of Justice and its need to ensure due process of law. Therefore, consensual case management implies on new roles for court actors through: agreements on the facts of the dispute, burdens, faculties, evidences, scheduling of proceedings, etc. Furthermore, consensus on procedural issues, even of a public nature, although not binding to the judicial authority in this case, can still represent efficiency gains that satisfy the managerial rationality of the civil procedure. In this context, both evaluative and facilitative mediations tend to promote consensual case management, as they can allow an impartial third party to foster confidential communication. Conflict, therefore, is perceived as a consequence of emotions, perceptions and behaviors on the one hand, and on the other, as the development of three stages, naming, blaiming and claiming. Court-annexed mediation is more efficient in fostering consensual case management than pure negotiation between the parties and than judicial driven negotiation. That occurs because parties generally do not fully engaje in negotiation with regard to the procedural aspects of a case by themselves, nor do judges find it appeling to hold conferences for this purpose. In this sense, three series of qualitative empirical research were conducted, which, within the methodological limits adopted, indicated a trend, in the studied sample, towards greater efficiency of Court-annexed evaluative and facilitative mediation for the consensual case managem...

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Aportes para una conducción colaborativa del proceso civil chileno: pensando una nueva justicia

Grünstein

Ragone

2018

derpri

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La cultura jurídico-procesal comparada contemporánea comienza a ser consistente en cuanto a la necesidad de un juez cercano y empático en su relación con las partes y sus representantes, lo que requiere una transformación de paradigmas. La instauración del proceso por audiencias, con la mejora de todas las condiciones orgánicas y financieras del sistema de administración de justicia civil, no parece ser suficiente; se requiere además fijar nuevos roles al juez y a las partes. Por el lado del juez, se impone una visión en la que este asume un rol activo, de gerente y conductor. De esta forma se verifica una simbiosis entre los sistemas adversarial e inquisitorio. Por el lado de las partes, la competencia entre estas por obtener un resultado positivo se matiza y equilibra con la cooperación. Todo el engranaje impone conductas de trato equitativo y debido y justo proceso como valores internos. Estas son condiciones necesarias para un proceso civil eficaz, racional, justo y eficiente.

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Case management judiciaire et déformalisation de la procédure

Cited by 5 publications

References 0 publications

Organisation, and Information Systems between Formal and Informal - Continuum, Balance, Patterns, and Anti-patterns

Organisation, and Information Systems between Formal and Informal - Continuum, Balance, Patterns, and Anti-patterns

Consensualidade e gerenciamento do processo: a conciliação e a mediação como instrumentos de fomento ao gerenciamento consensual do processo

Aportes para una conducción colaborativa del proceso civil chileno: pensando una nueva justicia

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