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Session 5: Human security

Homework

What, in your own words, is ‘cyber resilience’ and how is it different than ‘protection’ or ’security’?

It is the ability to be less impacted by attacks and quickly recover from them.

a. What is one thing you can do to build cyber resilience?

Save copies of files in case of ransomware.

b. What might get in the way of building cyber resilience?

Lasyness

c. Why is cyber resilience an effective response to human-centric vulnerabilities?

To be proven, what organization/resilience champion could illustrate this?

A cybersecurity culture is defined as the “values, attitudes and beliefs that drive cyber-resilient behaviors”. The culture is created by managerial mechanisms like governance mechanisms, reward systems, consequences, leadership, priorities, performance evaluation, and more.

a. What are 2-3 behaviors you would like to see the people do to help the organization be cyber secure?

Question the tools used by the company, share interrogations/worries about data security

b. What are the values, attitudes and beliefs that would drive these behaviors?

Listening, collaborative behaviours, being considered by the management

c. What are the mechanisms you can employ to create the values, attitudes and beliefs?

Bottom up reports, awareness campaigns,

What do you consider the top 2 human-centric security concerns or vulnerabilities from the use of GenAI tools (ChatGPT, Claude, etc)?

a. For each concern, explain why this is a concern? Provide a short example to illustrate the risk you see. Be as specific as possible.

Biais Overtrust 

b. What behavior(s) would minimize the risk of a negative impact for this concern?

Triangulating

c. What is a mechanism you can use to drive the values, attitudes, and beliefs that would encourage the behavior(s) you seek?

Train critical sense Make aware of the different biais with the cognitive bias codex.

What I learned

Feedbacks

  • Could go deeper into neuroscience, deep fakes…
  • Mention Boris Cyrulnik who popularized resilience
  • Sceptic on the nudge lever
  • Focus on governance issues