53 It must, of course, be accepted that, as Dawson, Gaudron and McHugh JJ said, case management is not an end in itself and that the ultimate aim of the court is the attainment of justice, which no principle of case management can be allowed to supplant. However, that does not mean that case management principles can be ignored. As was explained in the Hancock Family Memorial Foundation Ltd v Fieldhouse [2005] WASCA 93; (2005) 30 WAR 398 [94], the effect of O 1 r 4A is that the court takes its own positive steps to require parties to conduct litigation with proper expedition and O 1 r 4B introduces management and supervision of litigation by the court to the extent that its resources permit in accordance with a system of positive case flow management (see also J & J Products v Ken Gray & Co (Unreported, WASCA, Library No 960219, 24 April 1996)). A failure to comply with case flow management orders will be relevant. That will especially be so if the failures are repeated. It will even more especially be so if the failures are deliberate and unexplained, or if there is no acceptable explanation for repeated deliberate failures. In cases of the latter kind, the defaulting party runs grave risks: Fieldhouse [94]. That is because, as Wheeler J pointed out in Magenta Nominees Pty Ltd v Bonini [1999] WASC 88 [87], it is an important consideration, although not the only consideration, that there is a need to ensure that orders of the court are not habitually disregarded. She went on to say [87] - [88]: