“It is said that if you know your enemies and know yourself, you will not be imperiled in a hundred battles; if you do not know your enemies but do know yourself, you will win one and lose one; if you do not know your enemies nor yourself, you will be imperiled in every single battle.”
Sun Tsu, “The Art of War”
A friend sent me this quotation, asking whether it applies to what I do. I think it does. Litigation has, after all, been described as a form of warfare. Let me add another well-known military-related quotation into the discussion, this time by Donald Rumsfeld, former US Secretary of Defense:
“There are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don’t know we don’t know.”
In any dispute resolution process there are essential stages of gathering information. These are a necessary part of the process of knowing the opponent, of making the unknowns known.
We start off with a written statement of the Claimant’s case, to which the Defendant responds in a written Defence. Acting for a Claimant I will evaluate the Defence in the light of the information that is available to my client and me. I may ask questions for clarification of the Defence.
As a dispute resolution solicitor I press my clients to give me all relevant documents, which very often include e-mails and other electronic documents. I go through these to achieve a full understanding of what happened as shown in my client’s records.
Court procedures require reciprocal disclosure of documents with the opposing party. At this stage I can see the opponent’s documents and the opponent can see my client’s documents. There are then similar requirements to exchange other evidence including witness statements and experts’ reports.
These processes should mean that by the time the final decision is taken whether to commit to trial my client and I will have a very full understanding not just of my client’s case and supporting evidence, but also of the opponent’s case and supporting evidence. This should mean that we have a clear understanding of the strengths and weaknesses of the case on both sides. My client and I should know the chances of success. We should also have an understanding of how my client might lose the case. This knowledge will inform the key final decision to fight or settle.
This is an analysis that should be repeated regularly throughout the course of a case, and particularly where new information or evidence becomes available including as a result of the formal steps in the litigation process. Coupled with the cost, the increasing knowledge of both sides of the case is a reason why so many cases settle before going into trial.
Before trial, there may still remain “unknown unknowns”. Things can come out at trial that are a complete surprise, possibly to everyone on both sides. This is one aspect of what lawyers call “litigation risk”. I still shudder to remember a case more than 20 years ago where the other side produced at trial a photograph placing one of my client’s key witnesses at a meeting with people he had steadfastly denied that he had ever met. There he was, on a yacht, wearing a flowery shirt and clinking glasses of champagne!
If the decision is taken to go into trial, it should be a decision that is taken by the client and his lawyers knowing both his enemy and himself. Or, as Mr Rumsfeld might put it, as a result of coming to know what the “known unknowns” are and minimising the areas of risk and possible unpleasant surprises of the “unknown unknowns”.