I have always felt that publications by `dispute system designers’ do not satisfactorily answer two critical questions in this field:

1. How does an organisation afford and pay for a system which takes seriously all the principles which it is required to incorporate?

2. How, in an age of short term bottom line calculations, does one persuade decision-makers of corporations, public and private, that these systems are necessary?

To what extent do these impressively titled books enlighten their readers on these questions?