Tag Archives: verdict

How did we get a $10 million verdict for broken heel with $10k in meds?

A week before Thanksgiving, a trial team and I won a $10 million verdict in a case involving a broken talus bone in a conservative county (Indianapolis) with $10,000 in past medical bills (which we fought to keep out but which defense was allowed to bring in). This was a hard fought battle with a tough judge and some really bad rulings, but we prevailed with grit and foresight.

The case involved an admitted liability trial against Frito Lay. Plaintiff, a 47 year old female, shattered her talus bone in the wreck.

Her talus bone healed but post-traumatic arthritis became apparent later and progressed quickly from mild to severe over the course of two years to the point that she can no longer walk more than a block or two, cannot stand for longer periods of time to cook meals, cannot fall asleep until 4am due to the pain, and cannot sit to work longer than an hour or two without tears.

Her physicians all opined she needed a subtalar fusion which she had yet to get due to high blood pressure that predated the wreck but that she could not control post-wreck due to inability to exercise.

Defense tried to use blood pressure as its biggest red herring throughout the trial and said the fusion would fix it all. We argued that there was no magic pill for her and even if she got the fusion, she would forever have pain.

Paid medicals were $10,000, incurred medicals were $45,000. We wanted to waive these but defense was allowed to bring them in.

Defense IME opined that plaintiff had a new injury during the recovery period. Defense pulled the plug on him and didn’t call him to testify which likely backfired as he was their star witness.

One of the big claims for damages was the fact that the plaintiff was unable to complete her doctorate and work. The pain in her foot is so severe that she cannot sit for more than a couple of hours without tears and can’t walk without assistance. She had dreams of starting programs to help aged-out foster children which would help heal some of her wounds from her broken and abusive childhood. Lost earnings were $600k, but the loss was so much more than that. She lost her passion and purpose.

Defense economist refused to acknowledge that chronic pain and loss of sleep could make it more difficult to focus or sustain employment long term and that she could sit to work but she broke down in tears during testimony and needed a break. She was far from a complainer and was a stoic woman with a tough life. Jurors knew this was not theatrics.

The judge was so harsh on my attorney clients that they almost called off trial days before. “We can’t get a fair trial with this judge,” they said. After talking it through with them, I convinced them to push forward. Trials are never clean, judges often make bad rulings, and yet it all comes down to the story, the client and the jury. I knew we had a great client, a compelling story, and we had to get to trial to see the jury (who also turned out to be fantastic).

The judge denied demonstrative animations, including a surgical animation that even defense agreed was admissible. In opening, he cut us off on any part of undermining defense contentions stating that we could not preview the defense case at all. During jury selection, he did not seem to properly account for juror numbers and denied a very clear cause challenge (while granting a lesser one for defense).

He was good at engaging jurors, however, and did calm down when we got moving.

Final offer during trial was $200,000. The jury took 90 minutes to come forward with a $10,000,000 verdict.

I helped with case framing, witness prep of the client and her family members, review of client-conducted focus groups, aide in opening statement and closing argument preparation, and select the jury. Brandon Yosha of Yosha Law and his team took my advice and eagerly applied it. They weren’t afraid to put in the hours or change course and the results speak to that.

I’m very proud of this one: it could have been a case about a broken heel and speculative surgery but jurors knew it was about so much more.

A note about trying a case during holidays: trial timing is rarely convenient. But when your closing argument lands during the holidays, you can either ignore it or use it to anchor the jury in the real-world human consequences of their decision.

In closing, Brandon went through how long the verdict has to last. By showing a timeline of past events, he was able to get jurors to realize how long 40 years is. This gets jurors primed to think of the consequences of their verdict over time.

Since we closed a week before Thanksgiving, I told Brandon to add this:


“Thanksgiving and the holidays are upon us and we will all go back to our families and friends. In twenty years, when Thanksgiving rolls back around, maybe you will think of Karen and your verdict. I hope that you will be proud of the decisions you make here today and look back without any regret. Because somewhere, at that very same moment, at some other Thanksgiving table, Karen will be living out your verdict. What does that look like for her? That’s up to you.”

If you want to hear more about this trial, we will be speaking on Trial Lawyers University on December 18th at 10:30am PST and it will be recorded and available on demand thereafter.

If there is a case I can help you with, please reach out. I’d be honored to help.

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How Well Can You Predict the Outcome of Your Case?

In my years of studying jurors, I have come to find attorneys just as intriguing.  Attorneys know their cases extremely well.  So well, in fact, that it hampers their ability to predict the case outcome, which ironically is precisely the thing that they study the case so intently for.  The objective of taking on any case is to win – whether that means a good sized settlement, a motion to dismiss, a protective order, or a verdict at trial.  Attorneys work countless hours toward that objective, but in becoming so familiar with the case, they become dissociated from the people who are deciding the case and are hearing the facts for the first time.  Things that became important to the attorney over the course of time and which he/she thinks are the cornerstones to the case can be completely irrelevant to listeners, such as mediators, jurors, or judges, who have much less familiarity with the case.  If the purpose is to persuade these listeners, attorneys need to learn to rely on strategies for preparation other than their own intuition.

Attorneys consistently make decisions about their cases based on their own predictions.  They decide whether to mediate, whether to take a settlement or reject it, and whether to proceed to trial all based on their inner predictions.  If attorneys are poor predictors of case outcomes, they may accept low settlement figures or reject adequate offers to settle.  To become better attorneys and better serve clients, attorneys need to become more accurate predictors.  One way of doing so is learning whether previous predictions were correct.  Mock trials can test these predictions as can post-trial juror interviews. 

People as a whole often either over or underestimate their abilities on tasks.  This is not specific to attorneys.  Many attorneys are overly confident in their abilities to predict outcomes.  This is due to many factors.  Attorneys are supposed to be advocates for their clients.  In doing so, attorneys display a confidence about their position.  This confidence can, over time, skew the attorney’s reasoning and make him/her overly confident about the likelihood of success.  It is human nature to become more confident in a goal when expressing confidence to others.  The more one espouses one’s beliefs, the stronger those beliefs become.  Further, attorneys wish for a good outcome.  In wishing for something, they convince themselves that it is true.  This is a strength for zealous advocacy but a weakness when it skews the attorney’s ability to predict and therefore make sound decisions.  Attorneys may also exhibit overconfidence due to a failure to recognize that they are not fully in control of the outcome.   Judges, mediators, and jurors have their own minds.  To the extent that attorneys do not incorporate those individuals’ control over the outcome, they disillusion themselves in making decisions or forming strategies.

A study done by Goodman-Delhunty, Granhag, et. al., tested attorneys’ abilities to predict case outcomes.[1]   Participants consisted of 481 litigating attorneys, the great majority of which were civil litigation attorneys.  The attorneys were asked what a win situation would be in terms of a minimum goal for the outcome of the case.  They were also asked what their degree of certainty was for achieving that minimum goal or better.  In 32% of the cases, the final outcome matched the minimum goal set by attorneys.  In 24% of the cases, the outcomes exceeded the attorneys’ minimum goals.  In by far the majority, 44% of the outcomes were less satisfactory than the minimum goals.  In a large proportion of the cases where the minimum outcomes were not met, the attorneys erred on the side of being over confident.  Further, the higher the confidence level, the more off the attorney’s prediction was from the outcome.  The study also found that experience had no effect on the ability to predict case outcomes: Experienced attorneys were no better at predictions than were inexperienced attorneys.    

If attorneys are so bad at prediction case outcomes, thereby often making poor decisions regarding their handling of the case, how can attorneys do a better job for their clients and themselves?  The answer lies in relying on input from people who are not handling the case.  Attorneys are too ingrained in the case to predict what the decision-makers will do with the evidence.  Focus groups and mock trials give attorneys an opportunity to test their predictions and to see what people distanced from the case find important.  If done before mediation, focus groups and mock trials can direct the attorney as to whether to settle and what range of settlement figures are acceptable for that case based on what jurors would do at trial.  Without the input from outside sources, the majority of attorneys will make decisions which will create an outcome that is less favorable than even their minimum goals. 


[1] Goodman-Delhunty, Granhag, et. al. (2010) Insightful or Wishful: Lawyers’ Ability to Predict Case Outcomes. Psychology, Public Policy, and Law, 16(2), 133-157.\

*This article was originally published in Trial Talk magazine

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