» Investigations and Institutional Disputes

Some people consistently make good decisions. They are not necessarily the smartest people in the room. They do not always possess the most experience or the highest credentials. Yet, when faced with uncertainty, conflict, or difficult choices, they…

Most people can identify what they believe were the biggest decisions of their lives. Choosing a career. Getting married. Starting a business. Buying a home. Accepting—or declining—a job offer. Those decisions are certainly important. But after m…

Most people believe credibility is established during the moments that matter most: the difficult interview, the disciplinary hearing, the courtroom, the high-stakes meeting, or the public controversy. Those moments certainly reveal credibility, but…

People often assume that the most important decisions are made during moments of crisis. The disciplinary hearing. The university investigation. The lawsuit. The difficult meeting with Human Resources. The interview with an investigator. Those moment…

There is a common assumption that the most persuasive people are those who argue the hardest. They speak the longest. They answer every objection. They insist they are right. They send another email after the meeting. Then another. Then one more R…

One of the most important lessons I have learned after more than twenty-five years representing students, faculty members, researchers, physicians, and professionals is this: The case you believe you are making is often very different from the case t…

When people prepare for an investigation, they usually focus on the questions they expect to hear. “Where were you?” “Did you send this email?” “What happened during the meeting?” “Why did you make that decis…

One of the most common misconceptions about investigations is that the side with the strongest evidence always wins. In an ideal world, that would be true. In reality, it often is not. After representing students, faculty members, researchers, physic…