Data Sleuth

Chapter 13The Cases that Went Wrong

THIS BOOK WOULD BE incomplete if I did not allocate at least a few pages to those cases that did not go as planned or advised. These are most common when little to no findings are uncovered when the client insists they were wronged and those when the client's decisions hinder the effectiveness or completion of the investigation. Engagements like these are incredibly challenging because when a client shares their story in the initial client meeting, they are convincing. They are certain that they have been wronged, stolen from, that money has been hidden from them, or that their sibling has taken more than her fair share. If the investigator listening to the story is remotely empathetic, she relates to the client and wants to help him or her find a solution that ultimately feels like justice to him or her. Everyone leaves the meeting energized to uncover what happened and help this client take his or her next steps.

THE CLIENT WHO BELIEVES HE WAS WRONGED

It is in the case planning stage that the difficulty begins. The case manager will prepare the list to request information from the client, and then something strange happens. The client is either not responsive, or they do not have access to the information they claimed to be able to provide. It is not that they should have access and find out they do not – for instance, a business owner who used to be a signer on all accounts is no longer a signer on the main operating account and has ...