One of the most common mistakes people make is believing that their intentions determine how others should judge their actions. We naturally evaluate ourselves by what we meant to do, while others evaluate us by what we actually did and the consequen…
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One of the biggest misconceptions people have is believing they are judged by isolated events. They are not. Whether you are interviewing for a job, defending yourself in a university investigation, leading an organization, or simply building a profe…
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One of the most common misconceptions about university investigations is that every question an investigator asks is intended to uncover new information. Often, that is not the case. In many investigations, experienced investigators already know—or…
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Most people make the same mistake when they become involved in a university investigation. They focus almost exclusively on individual pieces of evidence: the email, the text message, the witness statement, the policy, the timeline, or the document t…
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Universities were never meant to be corporations. They were meant to be guardians of truth. For centuries, colleges and universities existed to pursue knowledge, cultivate wisdom, encourage fearless inquiry, and prepare students not merely for career…
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Most people grow up believing a simple principle: if you tell the truth, everything will work out. It is an understandable belief. After all, courts, universities, employers, and investigators are supposed to determine what actually happened. We assu…
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Most professors, administrators, and investigators begin their careers because they genuinely want to educate students, support faculty, and uphold academic integrity. Most do not wake up in the morning intending to reach unfair conclusions or disreg…
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Most people believe organizations are governed by written rules. Students receive a student handbook. Employees receive an employee manual. Faculty receive institutional policies. Professionals sign codes of conduct. Companies publish ethics guidelin…
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Most people enter a dispute believing they know the other side’s objective. They assume an investigator wants to uncover the truth. They assume an administrator wants to reach the fairest decision. They assume opposing counsel wants to evaluate…
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One of the hardest lessons people learn during an investigation, lawsuit, disciplinary proceeding, or workplace dispute is that being right and being believed are not the same thing. Most people assume they naturally go together. If the facts are on…
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