Enterprise Management Limited, Inc. v. Construx Software Builders, Inc.

73 F.4th 1048
CourtCourt of Appeals for the Ninth Circuit
DecidedJuly 17, 2023
Docket22-35345
StatusPublished
Cited by12 cases

This text of 73 F.4th 1048 (Enterprise Management Limited, Inc. v. Construx Software Builders, Inc.) is published on Counsel Stack Legal Research, covering Court of Appeals for the Ninth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Enterprise Management Limited, Inc. v. Construx Software Builders, Inc., 73 F.4th 1048 (9th Cir. 2023).

Opinion

FOR PUBLICATION

UNITED STATES COURT OF APPEALS FOR THE NINTH CIRCUIT

ENTERPRISE MANAGEMENT No. 22-35345 LIMITED, INC.; MARY LIPPITT, Doctor, D.C. No. 2:19-cv- 01458-DWC Plaintiffs-Appellants,

v. OPINION

CONSTRUX SOFTWARE BUILDERS, INC.; STEVE C. MCCONNELL,

Defendants-Appellees.

Appeal from the United States District Court for the Western District of Washington David W. Christel, Magistrate Judge, Presiding

Argued and Submitted May 8, 2023 Seattle, Washington

Filed July 17, 2023

Before: William A. Fletcher, Richard R. Clifton, and Sandra S. Ikuta, Circuit Judges.

Opinion by Judge Ikuta 2 ENTER. MGMT.LTD. INC. V. CONSTRUX SOFTWARE BUILDERS, INC.

SUMMARY *

Copyright

The panel reversed the district court’s partial grant of summary judgment in favor of defendants, vacated a jury verdict, vacated an award of attorneys’ fees, and remanded an action alleging infringement of copyrights in two charts depicting organizational change. The district court granted partial summary judgment on a claim of infringement of plaintiff’s “Managing Complex Change” chart, on the ground that plaintiff failed to show that this chart was registered with the Copyright Office. The panel held that plaintiff raised a genuine dispute whether she registered the chart directly or whether she registered elements of that chart by later registering an “Aligning for Success” chart. Agreeing with other circuits on a matter of first impression, the panel held that by registering a derivative work, an author registers all of the material included in the derivative work, including that which previously appeared in an unregistered, original work created by the author. The panel therefore reversed the district court’s grant of summary judgment, and also vacated the jury verdict because, as a result of the grant of summary judgment, the district court prevented plaintiff from introducing any evidence and making any argument as to the Managing Complex Change chart at trial.

* This summary constitutes no part of the opinion of the court. It has been prepared by court staff for the convenience of the reader. ENTER. MGMT.LTD. INC. V. CONSTRUX SOFTWARE BUILDERS, INC. 3

The panel further held that the district court erred in instructing the jury that if it found that defendant accessed and copied other work but did not copy the registered Aligning for Success chart, then defendant’s challenged work was an independent creation. The panel held that an author of an original work is entitled to sue a third party who makes an unauthorized copy of a derivative work to the extent that the material copied derived from the underlying work. The instruction incorrectly stated Ninth Circuit law because it prevented the jury from finding that defendant copied the Aligning for Success chart if he copied work that itself copied the Aligning for Success chart.

COUNSEL

Benjamin J. Hodges (argued) and Kelly Mennemeier, Foster Garvey PC, Seattle, Washington, for Plaintiffs-Appellants. Lawrence D. Graham (argued), Lowe Graham Jones PLLC, Seattle, Washington, for Defendants-Appellees.

OPINION

IKUTA, Circuit Judge:

Mary Lippitt claims Steve McConnell infringed her copyrights in two charts depicting organizational change. The key question before us is whether the copyright in one of those charts was registered with the Copyright Office, such that it will support a suit for copyright infringement. We hold that Lippitt created a genuine issue of material fact 4 ENTER. MGMT.LTD. INC. V. CONSTRUX SOFTWARE BUILDERS, INC.

on that question. We also hold, as a matter of first impression, that by registering a derivative work, an author registers all of the material included in the derivative work, including that which previously appeared in an unregistered, original work created by the author. Accordingly, we reverse, vacate, and remand. I A Doctor Mary Lippitt and her company, Enterprise Management Ltd., have built a career advising organizations on how to accomplish organizational change. 1 During her more than 40 years in this field, Lippitt developed a substantial array of material for multi-day presentations and consulting activities on the topic of organizational change. According to Lippitt, she distilled the essence of her work into a one-page chart that graphically shows the components necessary to accomplish organizational change and demonstrates that organizational change will fail if any of the components are missing. The first version of this chart was entitled “Managing Complex Change.” The chart includes six columns and six rows of text boxes connected by arrows depicting cause and effect. The top row first lists the five essential components: “Vision”; “Skills”; “Incentives”; “Resources”; and “Action Plan.” The sixth column has the word “Change,” indicating that with all five components, successful organizational change is possible. The five lower rows all have one

1 We refer to Lippitt and Enterprise individually, where appropriate, or collectively as “Lippitt.” ENTER. MGMT.LTD. INC. V. CONSTRUX SOFTWARE BUILDERS, INC. 5

component missing, and the sixth column explains what happens when that component is absent. 2

According to her sworn declaration and deposition testimony, Lippitt included this chart in a collection of presentation materials entitled “Transition: Accomplishing Organization Change,” which she submitted to the Copyright Office in 1987. The Register of Copyright (Register) registered this material and issued a Registration Certificate, No. TX 2-124-202 (the 202 registration

2 The second row is missing “Vision,” resulting in “Confusion.” The third row is missing “Skills,” resulting in “Anxiety.” The fourth row is missing “Incentives,” resulting in “Gradual Change.” The fifth row is missing “Resources” resulting in “Frustration.” And the sixth row is missing “Action Plan,” resulting in “False Starts.” 6 ENTER. MGMT.LTD. INC. V. CONSTRUX SOFTWARE BUILDERS, INC.

certificate). The Copyright Office subsequently destroyed the deposit copy corresponding to the 202 registration certificate pursuant to its routine practice. See 17 U.S.C. § 704(d). Lippitt also did not save a copy of the “Transition: Accomplishing Organization Change” presentation materials. Lippitt’s Managing Complex Change chart apparently struck a chord with experts on organizational change, because versions of the chart were subsequently used by other speakers in this field. For instance, Dr. Tim Knoster, a special education expert, presented a virtually identical chart entitled “Managing Complex Change” at an educational conference in 1991 and later included it in his book. Knoster obtained a copy of the chart from a colleague who saw it at a professional development presentation. The presenters credited Dr. Delorese Ambrose with creating the chart in 1987. Lippitt continued to use and refine her Managing Complex Change chart. In 2000, she developed a chart entitled “Aligning for Success” as part of a presentation entitled “Leadership Spectrum: Targeting Results.” Like the Managing Complex Change chart, the Aligning for Success chart had six rows and six columns showing the necessary components for change. The chart made some word choice changes, such as substituting “Capabilities” for “Skills” in the second column, “Success” for “Change” in the sixth column, and “Restraint; Resistance” for “Gradual Change” in the sixth column. It also made minor stylistic changes. 3

3 Stylistically, the Aligning for Success chart displays the words in the first five columns in circles instead of boxes as in the Managing Complex Change chart. Also, a line runs down the middle of the chart in the place of blanks for the missing components.

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