MODELING COURT DELAY
Quantitative modeling using operations research and related techniques has much less promise for mitigating court delay than proponents anticipate. Results to date have been discouraging, largely because trial court process is exceptionally difficult to model. There is no consistent sequence or path, and critical discretionary decisions are made by professionals based on individualized criteria that are hard to code. Also, participants (litigants and lawyers) are not part of the organization in any normal sense: Their very purpose is conflict, and they are as likely to try to subvert the court operation as support it. Manipulating court incentive structures is a more promising management approach.
Courts, Delay, And Interorganizational Networks: Managing An Essential Tension
to case processing time delay continues to elude courts across the United States, especially general jurisdiction state trial courts located in urban areas. This article attempts to refine the content of court delay reduction management by summarizing the world-views of the two most prevalent approaches to court management and by describing the elements and structure of an interorganizational approach to court management. It shows that the interorganizational perspectives9 contextual description of court management emphasizes interdependence among numerous essential organizations forming a complex network, the anti-hierarchical nature of the judicial process, and the court's role as a system integrator. It also shows that the prescriptive content of the interorganizational perspective stresses case sequencing or caseflow rather than organizational structure as the focus of management activity within the judicial system and the role of numerous agency managers as well as judges and court administrators as facilitators of effective interorganizational networking.
Studies of Regression in a Transplantable Tumor in Mice *
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