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Organizational learning for insider threat detection

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Organizational learning for insider threat detection

  1. 1. Organizational Sensing for Insider Threat Detection<br />Jeffrey M. Stanton<br />Syracuse University<br />School of Information Studies<br />
  2. 2. IT Organization as Sensor<br />Amazon Rank: #784,784 in Books<br />Makes the argument that extensive IT monitoring of employee technology use works best with high levels of employee awareness and buy-in<br />
  3. 3. Expert-------- Expertise ---------Novice<br />UnintentionalInsecurity<br /> Aware Assurance<br />Intentional Destruction <br />DangerousTinkering<br />Detrimental Misuse<br />BasicHygiene<br />NaïveMistakes<br /> Malicious ----------- Intentions ----------- Benevolent<br />*110 Information Security professionals generated lists of behaviors and rated them. <br />
  4. 4. Social Network as Sensor<br />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<br />(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.)<br />
  5. 5. Other Organizational Sensor Types<br />HR: Changes to benefit configurations, demographic data changes, vacation drought, travel authorizations, grievances and appeals<br />Finance: Changes to temporal & geographical expenditure patterns; exceptions to standard operating procedures; audit results<br />Procurement & Facilities: Atypical requests for equipment, software; room reservations, door swipes, ID card replacement<br />
  6. 6. 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<br />
  7. 7. John Seely Brown and Paul Duguid (1991): Organizational Learning and Communities-of-Practice<br />Learning in organizations occurs primarily within communities of practice (COPs) – interacting groups sharing a common base of professional “stories”<br />Effective diagnosis of difficult problems and innovative solutions result from antiphonal recitation (Orr, 1990): sharing the story from different perspectives within the COP<br />Departmentalization encloses COPs within a range of related professional specializations (e.g., corporate analysis; mergers and acquisitions; equity and debt; underwriting) <br />Antiphonal recitation then reflects a narrowed set of perspectives; organizational learning only occurs in isolated pockets<br />
  8. 8. Enhancing Organizational Learning for Improved Sensing<br />Legitimize Peripheral Participation<br />Bake-in cross-training, cross-functional teams, shadowing, externships<br />Enable, reward, and celebrate “maverick” communities<br />

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