Organizational learning for insider threat detection
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Organizational learning for insider threat detection

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Organizational learning for insider threat detection Organizational learning for insider threat detection Presentation Transcript

  • Organizational Sensing for Insider Threat Detection
    Jeffrey M. Stanton
    Syracuse University
    School of Information Studies
  • IT Organization as Sensor
    Amazon Rank: #784,784 in Books
    Makes the argument that extensive IT monitoring of employee technology use works best with high levels of employee awareness and buy-in
  • Expert-------- Expertise ---------Novice
    UnintentionalInsecurity
    Aware Assurance
    Intentional Destruction
    DangerousTinkering
    Detrimental Misuse
    BasicHygiene
    NaïveMistakes
    Malicious ----------- Intentions ----------- Benevolent
    *110 Information Security professionals generated lists of behaviors and rated them.
  • Social Network as Sensor
    Shuyuan Ho (2008) promotes the metaphor of social networks as behavioral sensors; colleagues with ample opportunity to observe a target’s behavior over time have the capability to detect unexpected changes– “anomalies” –in a target’s behavior
    (Ho, S.M. (2008) Attribution-based Anomaly Detection: Trustworthiness in an Online Community. In Huan Liu, John J. Salerno and Michael J. Young, Social Computing, Behavioral Modeling, and Prediction (pp. 129-140). New York: Springer US.)
  • Other Organizational Sensor Types
    HR: Changes to benefit configurations, demographic data changes, vacation drought, travel authorizations, grievances and appeals
    Finance: Changes to temporal & geographical expenditure patterns; exceptions to standard operating procedures; audit results
    Procurement & Facilities: Atypical requests for equipment, software; room reservations, door swipes, ID card replacement
  • Sensors work well when tuned to detect meaningful events and ignore meaningless ones; fusing data across multiple sensors tends to improve reliability; coordinated analysis, triggering, response, and feedback tends to improve system performance
  • John Seely Brown and Paul Duguid (1991): Organizational Learning and Communities-of-Practice
    Learning in organizations occurs primarily within communities of practice (COPs) – interacting groups sharing a common base of professional “stories”
    Effective diagnosis of difficult problems and innovative solutions result from antiphonal recitation (Orr, 1990): sharing the story from different perspectives within the COP
    Departmentalization encloses COPs within a range of related professional specializations (e.g., corporate analysis; mergers and acquisitions; equity and debt; underwriting)
    Antiphonal recitation then reflects a narrowed set of perspectives; organizational learning only occurs in isolated pockets
  • Enhancing Organizational Learning for Improved Sensing
    Legitimize Peripheral Participation
    Bake-in cross-training, cross-functional teams, shadowing, externships
    Enable, reward, and celebrate “maverick” communities