REVIEW: "Information Security and Employee Behaviour", Angus McIlwraith
Rob, grandpa of Ryan, Trevor, Devon & Hannah
"Information Security and Employee Behaviour", Angus McIlwraith, 2006,
0-566-08647-6, U$99.95
%A Angus McIlwraith Angus.Mc...@btinternet.com
%C Suite 420, 101 Cherry Street, Burlington, VT 05401-4405 USA
%D 2006
%G 0-566-08647-6
%I Gower Publishing Limited
%O U$99.95 www.gowerpub.com in...@gowerpub.com
%O http://www.amazon.com/exec/obidos/ASIN/0566086476/robsladesinterne
http://www.amazon.co.uk/exec/obidos/ASIN/0566086476/robsladesinte-21
%O http://www.amazon.ca/exec/obidos/ASIN/0566086476/robsladesin03-20
%O Audience i+ Tech 2 Writing 3 (see revfaq.htm for explanation)
%P 169 p.
%T "Information Security and Employee Behaviour"
In the introduction, McIlwraith points out that security awareness
training properly consists of communication, raising of issues, and
encouragement to modify behaviour. (This will come as no surprise to
those who recall the definition of training as the modification of
attitudes and behaviour.) He also notes that security professionals
frequently concentrate solely on presentation of problems. The
remainder of the introduction looks at other major security
activities, and the part that awareness plays in ensuring that they
actually work.
Part one looks at a "framework for understanding." Chapter one
addresses employee risk, and the fact that people assess risk very
poorly. Issues such as whether the risk is controlled by the self or
another, problems that are diffuse or dispersed, and immediacy all
reduce our perception of the scale of the hazard. Other psychological
reasons for poor decision-making are also examined. (There is also
some explanation as to why security people get fixated on their field,
and often over-emphasize minor problems.) This material definitely
provides an understanding of the problem for anyone involved in
security awareness, but unfortunately does not give equivalent
solutions. The discussion of culture, in chapter two, describes a
number of diverse corporate styles, with suggestions for the type of
approach most likely to be effective in each. The fact that security
professionals are frequently perceived as problem-creating, rather
than problem-solving, is hardly a surprise, and so neither is chapter
three. However, it does outline various reasons for this perception,
which may give us insight into changes we could make. (I'm finishing
off the security dictionary manuscript at the moment, and McIlwraith's
comments on the jargon we use in security are definitely cringe-
making.)
Part two moves into solutions. Chapter four outlines practical
strategies and techniques. The author lists five major points: manage
by facts and reality (rather than vague desires), have specific
objectives (instead of just "we need training"), plan carefully,
implement meticulously, and get real feedback on the results.
Additional mechanisms for training success are discussed. Realistic
assessment of the program (and the danger of simple metrics) is
reviewed in chapter five. (I might take slight exception to
McIlwraith's recommendation on rating scales: any use of odd-numbered
scales tends to push responses into the middle.) Design of the
delivery media for awareness materials is as important as the message,
and chapter six provides useful advice for those of us who are
stylistically challenged--which includes pretty much the entire
technically-oriented clan.
McIlwraith's message is important. His writing is interesting and
clear. His suggestions are useful. His book is recommended for
anyone with either a specific obligation for awareness training, or
overall responsibility for security management.
copyright Robert M. Slade, 2006 BKISEMBE.RVW 20060520
====================== (quote inserted randomly by Pegasus Mailer)
rsl...@vcn.bc.ca sl...@victoria.tc.ca rsl...@computercrime.org
When I was young, I was amazed at Plutarch's statement that the
elder Cato began at the age of 80 to learn Greek. I am amazed no
longer. Old age is ready to undertake tasks that youth shirked
because they would take too long. - Groucho Marx
Dictionary Information Security www.syngress.com/catalog/?pid=4150
http://victoria.tc.ca/techrev/rms.htm