Author Archives: Richard Moorhead

About Richard Moorhead

Director of the Centre for Ethics and Law and Professor of Law and Professional Ethics at the Faculty of Laws, University College London with an interest in teaching and research on the legal ethics, the professions, legal aid, access to justice and the courts.

M&As: Contractual Artistry or Shonky Improv?

A fascinating recent paper from Robert Anderson and Jeffrey Manns on M&A drafting is up in draft on SSRN, The Inefficient Evolution of Merger Agreements. It performs textual analysis on 12,000 or so public merger contracts in the US. The authors map … Continue reading

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Principles, Rules, and Touting

There’s an interesting piece in the Gazette, about touting for criminal clients by Robin Murray.  It suggests all sorts of devious, corrupt and illegal practices are engaged in by some firms when seeking to gain clients (particularly at the expense of … Continue reading

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Lawfest #2 Law as a human flourishing

Law is a human business, made of human politics, and – a more neglected point – a place of sometimes great human flourishing.  The talking, the listening, the writing, the thinking all have the social and (sometimes) the creative at … Continue reading

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Unambiguous opinions in lawfare land

I have written previously on lawfare: the process by which barrister’s opinions are published to support one side or other in a dispute, especially one involving politics and law. The rules on barristers opining in public, including on litigation they … Continue reading

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What motivates the zealous lawyer?

Acting in the best interest of the client is a key professional principle.  It is also a principle that is sometimes in tension with other principles: the obligation to protect the rule of law and the administration of justice, and acting with … Continue reading

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Independence play – Chilcot on the legal process

This is a long post. You may want to make yourself a cup of tea if you are inclined to read it all. Chapter 5 of the  Chilcot Report provides an important case study in the multitude of ways in … Continue reading

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Do GCs on senior management teams make business riskier?

There is a current fondness for arguing that GCs should claim their place at the top table of the World’s corporations.  There are a variety of plausible reasons for making the claim -it may solidify the importance of good governance, it’s … Continue reading

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