Our guest, is Dr. Ben Evans. Ben is an aeronautical engineer, and he’s applying his understanding of the forces at play, to the seemingly insurmountable challenge of conquering the breaking a world record at the Bloodhound Land Speed Project. Ben talks about the laws of science and engineering which help him to find the marginal opportunities for improvement which are helping the team towards breaking the world record. But, in this interview, it’s also clear to me, that success is a matter of teamwork often with colleagues with different and sometimes conflicting priorities. Understanding the forces at play includes understanding science and nature, even when it comes to human awareness, behaviour and culture, but it’s also about understanding the forces at play across stakeholders, where often conflicting priorities and interests can arise. Getting the “Team” aspect right, you could argue is as important as the science which drives decision its self.

Our guest, is Dr. Ben Evans. Ben is an aeronautical engineer, and he’s applying his understanding of the forces at play, to the seemingly insurmountable challenge of conquering the breaking a world record at the Bloodhound Land Speed Project. Ben talks about the laws of science and engineering which help him to find the marginal opportunities for improvement which are helping the team towards breaking the world record. But, in this interview, it’s also clear to me, that success is a matter of teamwork often with colleagues with different and sometimes conflicting priorities. Understanding the forces at play includes understanding science and nature, even when it comes to human awareness, behaviour and culture, but it’s also about understanding the forces at play across stakeholders, where often conflicting priorities and interests can arise. Getting the “Team” aspect right, you could argue is as important as the science which drives decision its self.

Understand the forces at play.

In this episode we look through the eyes and experiences of an education and awareness manager from Brazil. We explore the consistent challenges, no matter where you are or what your culture is, when it comes to employee awareness, behaviour and culture.

In this episode we look through the eyes and experiences of an education and awareness manager from Brazil. We explore the consistent challenges, no matter where you are or what your culture is, when it comes to employee awareness, behaviour and culture.

The human factor. A view from Brazil.

In this episode we delve into the world of branding with the out standing Geraldine Michel and explore possibilities for security professionals responsible for the human factor. We draw on lessons from the world of fashion, by skirting through branding and how Brand Directors and Managers utilise this mammoth of the modern day commercial world to shape and influence behaviour and culture. 

In this episode we delve into the world of branding with the out standing Geraldine Michel and explore possibilities for security professionals responsible for the human factor. We draw on lessons from the world of fashion, by skirting through branding and how Brand Directors and Managers utilise this mammoth of the modern day commercial world to shape and influence behaviour and culture.

Versace, Burberry and Lacoste. Thoughts from branding.

Internal communications is a major stakeholder in employee awareness, behaviour and culture. We often defer to their skills and experience as the specialists in communication strategy for reaching out to internal staff. However, there's something a foot in the industry. Traditional ideas of what makes "good internal communications" are being challenged and our good friend "behavioural science" has been a great influence on the thought leaders in the field of communications. In this episode  I talk with one such thought leader.

Internal communications is a major stakeholder in employee awareness, behaviour and culture. We often defer to their skills and experience as the specialists in communication strategy for reaching out to internal staff. However, there's something a foot in the industry. Traditional ideas of what makes "good internal communications" are being challenged and our good friend "behavioural science" has been a great influence on the thought leaders in the field of communications. In this episode  I talk with one such thought leader.

An internal communications perspective.

In previous episodes of the podcast we have explored why human judgement and decision making, which drives our behaviour, is heavily influenced by the environment within which we make our decisions. In this episode we take this one step further and ask how employee awareness, behaviour and culture pans out, after all of the theorising and planning, when the tranquil environment of corporate learning is replaced by the rawness of a major security crisis.

In previous episodes of the podcast we have explored why human judgement and decision making, which drives our behaviour, is heavily influenced by the environment within which we make our decisions. In this episode we take this one step further and ask how employee awareness, behaviour and culture pans out, after all of the theorising and planning, when the tranquil environment of corporate learning is replaced by the rawness of a major security crisis.

The human factor in the middle of a major security breach.

In this episode I am joined by my co-authors, Adrian, Ciaran and Jess, of the CyberSecurity ABC’s book for a long overdue catch up. We hadn’t been able to spend anytime chatting for a while and so it was fabulous to get us all together again to enjoy having a talk about security awareness, behaviour and culture. We touch on not just the challenge of employee awareness, behaviour and culture but also about industry stakeholder’s roles in recognising the long overdue need for change. We explore the role of the environment in people’s decision making through the way Covid 19 has shaped not just the world but highlighted the need for continually re-assessing employee education and awareness. We tread the well-trodden path and saying that education and awareness doesn’t always deliver changes in behaviour and culture, and we ponder whether there needs to be a change in the language that industry uses to really break through the glass ceiling that’s been imposed on everyone responsible for employee education and awareness. It’s a great episode, touching on so much, with some laughter rolled in and a dodgy rendition of the Thompson Twin’s Doctor, Doctor track as well.

In this episode I am joined by my co-authors, Adrian, Ciaran and Jess, of the CyberSecurity ABC’s book for a long overdue catch up. We hadn’t been able to spend anytime chatting for a while and so it was fabulous to get us all together again to enjoy having a talk about security awareness, behaviour and culture. We touch on not just the challenge of employee awareness, behaviour and culture but also about industry stakeholder’s roles in recognising the long overdue need for change. We explore the role of the environment in people’s decision making through the way Covid 19 has shaped not just the world but highlighted the need for continually re-assessing employee education and awareness. We tread the well-trodden path and saying that education and awareness doesn’t always deliver changes in behaviour and culture, and we ponder whether there needs to be a change in the language that industry uses to really break through the glass ceiling that’s been imposed on everyone responsible for employee education and awareness. It’s a great episode, touching on so much, with some laughter rolled in and a dodgy rendition of the Thompson Twin’s Doctor, Doctor track as well.

CyberSecurity ABC's

Episode Outline: We love a different angle here at Re-thinking the human factor and we think this interview is a great new angle with which to tickle your re-thinkology senses. Pay attention closely and it’s littered with insights which can make a difference to your efforts. In this episode I have the privilege to chat with the ex Information Commissioner to the United Kingdom, Richard Thomas. Richard was appointed by Her Majesty the Queen to spearhead the data protection office in its delivery of embedding privacy cultural values into day to day life in the United Kingdom. Richard explains the challenges that he and his team faced around awareness, behaviour and culture and also his thoughts around what good awareness, behaviour and culture might look like from a  regulators perspective when assessing an organisation who has been reported to the regulator for a breach in security around personal data.

Episode Outline: We love a different angle here at Re-thinking the human factor and we think this interview is a great new angle with which to tickle your re-thinkology senses. Pay attention closely and it’s littered with insights which can make a difference to your efforts. In this episode I have the privilege to chat with the ex Information Commissioner to the United Kingdom, Richard Thomas. Richard was appointed by Her Majesty the Queen to spearhead the data protection office in its delivery of embedding privacy cultural values into day to day life in the United Kingdom. Richard explains the challenges that he and his team faced around awareness, behaviour and culture and also his thoughts around what good awareness, behaviour and culture might look like from a  regulators perspective when assessing an organisation who has been reported to the regulator for a breach in security around personal data.

An ex-regulators view on awareness, behaviour and culture.

The vast majority of cyber attacks target people, not technology. That's why an approach to cybersecurity that centres around people can be a game changer. Research shows that ensuring employees know what to do when faced with a real threat can reduce successful phishing attacks and malware infections by up to 90%. But how do you go about it? Do you just go for it? In this episode, we’ll dive deeper into what it means to have a people-centric approach to cybersecurity, and how putting the human at the heart of your strategy can be a change gamer.

The vast majority of cyber attacks target people, not technology. That's why an approach to cybersecurity that centres around people can be a game changer. Research shows that ensuring employees know what to do when faced with a real threat can reduce successful phishing attacks and malware infections by up to 90%. But how do you go about it? Do you just go for it? In this episode, we’ll dive deeper into what it means to have a people-centric approach to cybersecurity, and how putting the human at the heart of your strategy can be a change gamer.

What does it mean to have a people-centric approach to cybersecurity? And, why you should have one?)

In this episode we talk with a guest who is on the front line when it comes to employee education and awareness. We talk about video content, tailoring your content to your audience and what it takes to succeed when it comes to creating videos for education and awareness purposes. We will also explore why we should not neglect, or make assumptions about, the cyber security teams brand and how our customers perceive us. And, if we get this right, how it contributes to our roles as influencers of employee awareness, behaviour and culture.

In this episode we talk with a guest who is on the front line when it comes to employee education and awareness. We talk about video content, tailoring your content to your audience and what it takes to succeed when it comes to creating videos for education and awareness purposes. We will also explore why we should not neglect, or make assumptions about, the cyber security teams brand and how our customers perceive us. And, if we get this right, how it contributes to our roles as influencers of employee awareness, behaviour and culture.

Content is king or so they say! Discover some caveats around the saying as we explore the role of a security influencer.

Knowing when to deliver the right education, to the right people, at the right time is critical in building security aware teams that succeed. However, when failing to maintain users engaged the organisation’s exposure to threats might be an even bigger challenge to solve. In this episode, we’ll diver deeper into how ‘limited attention’ can result into a security awareness-poor organisation and explore the different ways in which people learn, the importance of ‘Learning Science Principles’ in maximising the learning curve.

Knowing when to deliver the right education, to the right people, at the right time is critical in building security aware teams that succeed. However, when failing to maintain users engaged the organisation’s exposure to threats might be an even bigger challenge to solve. In this episode, we’ll diver deeper into how ‘limited attention’ can result into a security awareness-poor organisation and explore the different ways in which people learn, the importance of <a href="https://www.cmu.edu/teaching/principles/learning.html" rel="nofollow" target="_blank">‘Learning Science Principles’</a> in maximising the learning curve.

What role training materials must play in building security aware-rich organisations?

Welcome to the Re-Thinking the Human Factor podcast. It’s a podcast for information security professionals, where we will be asking our guests to share thoughts and insights on security awareness, behaviour and culture.Our guests come, predominately, from outside of the security industry. They all specialise in elements of awareness, behaviour and culture, or they have effectively tackled similar challenges, in their own industry or careers. The one thing that unites them all is their willingness to share their experience in the hope it might give our audience food for thought.

Welcome to the Re-Thinking the Human Factor podcast. It’s a podcast for information security professionals, where we will be asking our guests to share thoughts and insights on security awareness, behaviour and culture. Our guests come, predominately, from outside of the security industry. They all specialise in elements of awareness, behaviour and culture, or they have effectively tackled similar challenges, in their own industry or careers. The one thing that unites them all is their willingness to share their experience in the hope it might give our audience food for thought.

Re-thinking The Human Factor with Bruce Hallas

Gert Jan Hofstede

The relationship between culture and security is an important one and one that is discussed a lot. Unfortunately, many people miss the point somewhat when exploring culture and security. The obvious place to start is the security culture within an organisation, but let’s not dismiss organisational culture too quickly. Better still, let’s also take a look at industry culture and national culture. So you see, when we start looking at culture and security, there’s more to it than we might initially assume. So we thought this would make an excellent podcast episode. Today, Bruce is joined by Gert Jan Hofstede. Gert Jan is a population biologist and social scientist hailing from the Netherlands whose research and publications have provided many with deeper understanding in the areas of cultural evolution, societal change, cultural stability, and how those forces interact with and have influence upon one another. He is also known for his work in social simulation as well as for a number of books he has co-written with his father, Geert Hofstede. In this episode, Bruce and Gert Jan discuss a wide variety of organization and culture-related topics that have important implications for the Cyber Security industry. “It is as if you were a fish and they asked you to describe the air… If you’ve always lived in one place in the world, then it’s very hard for you to see that behaviors from another place that seem strange, illegal, ridiculous… that those behaviors can make sense, but within a larger [cultural] system.” Join Bruce and Gert Jan in this episode of Re-thinking the Human Factor as they explore:  How awareness of cultural differences (or lack thereof) can be an opportunity for greater collaboration between groups, or greater friction, and how this awareness contributes to one’s ability to understand and effectively communicate cross-culturally The need for organizations to achieve a sense of mutual cultural understanding as the starting place for implementing organizational change rather than striving to achieve cultural homogenization as the means for implementing that change Different perceptions of what cultural differences mean to an organization (barrier to progress, a catalyst for a breakthrough, etc.), and the importance of realizing that these differences do exist so that one can begin to try and understand them as a means of navigating the challenges and growth potential afforded by these differences The importance that “cultural ambassadors” within an organization be, first and foremost, acceptable to the cultural audience whom they seek to address 4 helpful cultural metaphors to help with navigating cross-cultural organizational communication:  The Family (Asia and Africa) The Machine (Germanic/Northern Italy type of region) The Market (Anglo-Saxon, the UK and North America) The Pyramid (the Mediterranean and Slavic countries)    MORE ABOUT GERT JAN HOFSTEDE, HIS BOOKS, AND HIS RESEARCH: Associate Professor at the Information Technology Group at Wageningen University &amp; Research // Population biologist and social scientist in information management and social simulation // Interested in the interplay of the contrasting forces of cultural evolution, societal change and cultural stability.  Gertjanhofstede.com    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

The relationship between culture and security is an important one and one that is discussed a lot. Unfortunately, many people miss the point somewhat when exploring culture and security. The obvious place to start is the security culture within an organisation, but let’s not dismiss organisational culture too quickly. Better still, let’s also take a look at industry culture and national culture. So you see, when we start looking at culture and security, there’s more to it than we might initially assume. So we thought this would make an excellent podcast episode. Today, Bruce is joined by Gert Jan Hofstede. Gert Jan is a population biologist and social scientist hailing from the Netherlands whose research and publications have provided many with deeper understanding in the areas of cultural evolution, societal change, cultural stability, and how those forces interact with and have influence upon one another. He is also known for his work in social simulation as well as for a number of books he has co-written with his father, Geert Hofstede. In this episode, Bruce and Gert Jan discuss a wide variety of organization and culture-related topics that have important implications for the Cyber Security industry. “It is as if you were a fish and they asked you to describe the air… If you’ve always lived in one place in the world, then it’s very hard for you to see that behaviors from another place that seem strange, illegal, ridiculous… that those behaviors can make sense, but within a larger [cultural] system.” Join Bruce and Gert Jan in this episode of Re-thinking the Human Factor as they explore: <ul> <li>How awareness of cultural differences (or lack thereof) can be an opportunity for greater collaboration between groups, or greater friction, and how this awareness contributes to one’s ability to understand and effectively communicate cross-culturally</li> <li>The need for organizations to achieve a sense of mutual cultural understanding as the starting place for implementing organizational change rather than striving to achieve cultural homogenization as the means for implementing that change</li> <li>Different perceptions of what cultural differences mean to an organization (barrier to progress, a catalyst for a breakthrough, etc.), and the importance of realizing that these differences do exist so that one can begin to try and understand them as a means of navigating the challenges and growth potential afforded by these differences</li> <li>The importance that “cultural ambassadors” within an organization be, first and foremost, acceptable to the cultural audience whom they seek to address</li> <li>4 helpful cultural metaphors to help with navigating cross-cultural organizational communication: <ul> <li>The Family (Asia and Africa)</li> <li>The Machine (Germanic/Northern Italy type of region)</li> <li>The Market (Anglo-Saxon, the UK and North America)</li> <li>The Pyramid (the Mediterranean and Slavic countries)</li> </ul> </li> </ul> MORE ABOUT GERT JAN HOFSTEDE, HIS BOOKS, AND HIS RESEARCH: Associate Professor at the Information Technology Group at Wageningen University &amp; Research // Population biologist and social scientist in information management and social simulation // Interested in the interplay of the contrasting forces of cultural evolution, societal change and cultural stability. <ul> <li><a href="http://www.gertjanhofstede.com/" rel="nofollow" target="_blank">Gertjanhofstede.com</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Culture and Security, with Gert Jan Hofstede

Rachel Lawes

Eliciting Intrinsic Motivation and Reframing Problems, with Rachel Lawes   Rachel Lawes joins us for Episode 22 of the Re-Thinking the Human Factor Podcast. Rachel gave a fantastic interview back in Series one of the podcast, and if you haven’t had a chance to listen yet, please check it out  here when you’re able. We’ve received feedback from a few people recently about how they were really blown away by what Rachel had to say about semiotics as well as how she spoke more broadly about branding, behaviour, and the role of semiotics in behaviour and culture.    Rachel is the author of some of the earliest published papers in semiotics and she’s proud to have been involved at a time when it was first emerging in the UK. She uses it, and her academic background in social science, to rejuvenate brands, innovate products and services and steer comms. She conducts research projects using semiotics, ethnography and discourse analysis. She delivers training for client side and agency users, and she supplies consultancy to ad agencies and large branding agencies. She also works with universities because she loves to teach.   “People are shocked at what they fall for when they think they’re actually defending themselves…”   JOIN RACHEL LAWES AND BRUCE HALLAS AS THEY DISCUSS:  Some clever and engaging videos created by airlines as well as one created by Burger King that featured Snoop Dog, the difference between having an engaging comms piece vs. one that actually elicits behavioural change, and budget issues many cyber security awareness professionals are up against when it comes to the creation of engaging awareness materials. Thinking of Security as a product, almost from a branding or marketing sense. The fact that humans get used to information they see over and over, so it is important to consistently apply innovation to crafting awareness and training materials. Film, audio, visual approach to creating awareness and training campaigns and whether or not there’s a better way to accomplish the same goal.  The use of incentives within awareness and training campaigns - do they work? If not, what’s a better way to elicit engagement and behaviour change from campaigns? Extrinsic vs. intrinsic motivation, and which is more effective in catalyzing behaviour change. How science has shown that intrinsic motivation is more long-lasting than extrinsic motivation, but for many organizations, a good portion of their awareness budget is spent on incentives, which are extrinsic in nature. With budgets being an issue, would it not be better to spend the money on something that would have an intrinsically motivating effect? It’s possible that incentives have their place to accomplish short-term, tactical awareness measures. However, heads of organizations must be communicated with regarding the short-term nature of the incentives program for which they they are approving money, and they also need to know to be prepared for the need for longer-term, intrinsic measures to be funded. The fact that some operate on the model that use of fear, uncertainty, and doubt as scare tactics are going to get people’s attention (a practice based on a study of Maslow’s “Hierarchy of Needs” concept). Rachel has a different take on this, though, and health campaigns geared towards getting folks to stop smoking stand as a shining example of what she has to say.   Bruce also posits that instead of fear, cyber security professionals should create policies that are easier to accomplish than those that were enacted previously. Alleviating friction, alleviating the heaviness (fear / uncertainty) of a policy actually increases the likeliness of compliance.   The environment in which people are making decisions about whether or not to comply with a policy will have triggers. Those triggers, when they are triggered, are going to increase the likelihood that people aren’t going to choose to comply.  So, understanding the environment first, and understanding that we make choices in that environment, are core parts of what cyber security professionals must do. The difference between telling people what they need to do vs. telling people what they need to do and explaining why. That awareness and training managers should use the word “DON’T” as little as possible when explaining policies and procedures, while a more successful approach will be to  explain what people should “DO”.      RESOURCES AND LINKS FOR FURTHER RESEARCH:  Semiotics  ISC2  Maslow’s hierarchy of needs pyramid  Allen Carr   Re-Thinking the Human Factor episode with Dan Ariely in which ‘choice architecture’ is discussed  David Halpern - Inside the Nudge unit  MORE ABOUT RACHEL LAWES:  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

Eliciting Intrinsic Motivation and Reframing Problems, with Rachel Lawes Rachel Lawes joins us for Episode 22 of the Re-Thinking the Human Factor Podcast. Rachel gave a fantastic interview back in Series one of the podcast, and if you haven’t had a chance to listen yet, please check it out <a href="https://www.marmaladebox.com/podcast/semiotics-and-cybersecurity/" rel="nofollow" target="_blank"> here</a> when you’re able. We’ve received feedback from a few people recently about how they were really blown away by what Rachel had to say about semiotics as well as how she spoke more broadly about branding, behaviour, and the role of semiotics in behaviour and culture.  Rachel is the author of some of the earliest published papers in semiotics and she’s proud to have been involved at a time when it was first emerging in the UK. She uses it, and her academic background in social science, to rejuvenate brands, innovate products and services and steer comms. She conducts research projects using semiotics, ethnography and discourse analysis. She delivers training for client side and agency users, and she supplies consultancy to ad agencies and large branding agencies. She also works with universities because she loves to teach. “People are shocked at what they fall for when they think they’re actually defending themselves…” JOIN RACHEL LAWES AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>Some clever and engaging videos created by airlines as well as one created by Burger King that featured Snoop Dog, the difference between having an engaging comms piece vs. one that actually elicits behavioural change, and budget issues many cyber security awareness professionals are up against when it comes to the creation of engaging awareness materials.</li> <li>Thinking of Security as a product, almost from a branding or marketing sense.</li> <li>The fact that humans get used to information they see over and over, so it is important to consistently apply innovation to crafting awareness and training materials.</li> <li>Film, audio, visual approach to creating awareness and training campaigns and whether or not there’s a better way to accomplish the same goal. </li> <li>The use of incentives within awareness and training campaigns - do they work? If not, what’s a better way to elicit engagement and behaviour change from campaigns?</li> <li>Extrinsic vs. intrinsic motivation, and which is more effective in catalyzing behaviour change.</li> <li>How science has shown that intrinsic motivation is more long-lasting than extrinsic motivation, but for many organizations, a good portion of their awareness budget is spent on incentives, which are extrinsic in nature. With budgets being an issue, would it not be better to spend the money on something that would have an intrinsically motivating effect?</li> <li>It’s possible that incentives have their place to accomplish short-term, tactical awareness measures. However, heads of organizations must be communicated with regarding the short-term nature of the incentives program for which they they are approving money, and they also need to know to be prepared for the need for longer-term, intrinsic measures to be funded.</li> <li>The fact that some operate on the model that use of fear, uncertainty, and doubt as scare tactics are going to get people’s attention (a practice based on a study of Maslow’s “Hierarchy of Needs” concept). Rachel has a different take on this, though, and health campaigns geared towards getting folks to stop smoking stand as a shining example of what she has to say.</li> <li> <ul> <li>Bruce also posits that instead of fear, cyber security professionals should create policies that are easier to accomplish than those that were enacted previously. Alleviating friction, alleviating the heaviness (fear / uncertainty) of a policy actually increases the likeliness of compliance.</li> </ul> </li> <li>The environment in which people are making decisions about whether or not to comply with a policy will have triggers. Those triggers, when they are triggered, are going to increase the likelihood that people aren’t going to choose to comply.  So, understanding the environment first, and understanding that we make choices in that environment, are core parts of what cyber security professionals must do.</li> <li>The difference between telling people what they need to do vs. telling people what they need to do and explaining why.</li> <li>That awareness and training managers should use the word “DON’T” as little as possible when explaining policies and procedures, while a more successful approach will be to  explain what people should “DO”.</li> </ul> RESOURCES AND LINKS FOR FURTHER RESEARCH: <ul> <li><a href="https://en.wikipedia.org/wiki/Semiotics" rel="nofollow" target="_blank">Semiotics </a></li> <li><a href="https://www.isc2.org" rel="nofollow" target="_blank">ISC2 </a></li> <li><a href="https://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs" rel="nofollow" target="_blank">Maslow’s hierarchy of needs pyramid </a></li> <li><a href="https://www.allencarr.com" rel="nofollow" target="_blank">Allen Carr </a></li> <li><a href="https://podcasts.apple.com/us/podcast/behavioural-change-in-cyber-security-with-dan-ariely/id1265263037?i=1000403998471" rel="nofollow" target="_blank"> Re-Thinking the Human Factor episode with Dan Ariely in which ‘choice architecture’ is discussed </a></li> <li><a href="https://www.bi.team/people/dr-david-halpern/" rel="nofollow" target="_blank">David Halpern - Inside the Nudge unit</a></li> </ul> MORE ABOUT RACHEL LAWES: <ul> <li><a href="https://www.linkedin.com/in/rachellawes/?originalSubdomain=uk" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Eliciting Intrinsic Motivation and Reframing Problems, with Rachel Lawes

Megan Sumeracki

DESIGNING LEARNING EXPERIENCES THAT STICK, WITH MEGAN SUMERACKI   Megan Sumeracki joins us for Series 3, Episode 5 of the Re-Thinking the Human Factor Podcast.  Megan Sumeracki is an Assistant Professor at Rhode Island College. She co-founded the Learning Scientists in January 2016 with Yana Weinstein. Megan received her Master’s in Experimental Psychology at Washington University in St. Louis and her PhD in Cognitive Psychology from Purdue University. Her area of expertise is in human learning and memory, and applying the science of learning in educational contexts.   WHAT'S THIS EPISODE ABOUT? As cyber security practitioners, we often ask ourselves the question of how we get people to remember to do the things we tell them to do. How do we get them to retain what we teach them in our trainings? Well, you’re in luck. This conversation is full of treasures to do with how our brains work when learning and strategies (based on scientific evidence) that can help you create training situations where the information will be more likely to stick.    Side Note -- We touch a lot on something called Retrieval Practice. Retrieval practice is simply a strategy in which bringing information to mind enhances and boosts learning. It’s about deliberately pulling what we’ve learned back out of our heads to examine it.   Megan addresses empirical questions such as: What retrieval practice formats promote student learning? What retrieval practice activities work well for different types of learners? And, why does retrieval increase learning?    AS YOU LISTEN TO THE EPISODE, IF YOU FIND YOURSELF WANTING TO IMPLEMENT SOME OF THE INSIGHTS YOU’RE GAINING BUT YOU FEEL YOU NEED A LITTLE HELP, PLEASE DO GET IN TOUCH WITH ME AT: shortcuts@re-thinkingthehumanfactor.com       BELOW IS A MORE DETAILED OUTLINE OF WHAT MEGAN AND I DISCUSSED:   Understanding how we learn information and how we apply and remember it.  The goal of education is to teach students how to learn and retain information so they can use it in the future.  The key words: Learn, memory, retain, apply. Even though a student needs to pass exams and get grades, it is more useful to retain information and are able to apply it in the future. Standardised testing could be improved as education needs to create a new behaviour rather then just stored information. Creating tests that mimic the real world can help people retain and then use new information.     Data driven approach.   Just because we enjoy certain methods of learning does it mean it will help me retain any new information? Challenging the way we learn can push us towards more durable learning processes. Instinct and intuition do not answer the question of education necessarily. Building effective strategies.     Why cramming does not relate to long term memory of a topic. Understand what it is that helps people learn and retain information over a longer period of time. Retrieval practice bringing things to mind, spacing practice, spreading learning over a period of time. It is difficult to predict an individual way of learning rather then a larger group on average.   Confirmation bias can muddy research waters.  Expecting to see something can create patterns. Finding ways to remove bias such as breaking a theory down to disprove it. Results free of bias lead to stronger data.      Spacing and retrieval.  Spacing and retrieval have been around since the 1800s and used repeatedly. How the true value of all knowledge and understanding is application. The art of communication. Student driven research into learning through accessibility.                   What other misunderstandings do people have around learning?  Designing with the human in mind. The cognitive process. Getting the information in is only one step, you have to be able to get the  information back out and apply it. Retrieval cues and how they help.     The importance of finding ways to bring back to mind recently learned information to help it stick.   Bridging the gap from study to new awareness and understanding. Situational awareness building can help develop new behaviours. Encoding information does not necessarily lead to retrieval.  Storytelling as a way to help retrieve new information. Holding interest to hold attention.   Does interest really govern retention?    If a person likes engaging they will likely engage more with a topic or action. Attention span can often be affected by external influence like eating breakfast and rest. Bite sized learning spread out over a longer period can aid retention. Sometimes ’seductive details’ can be distracting even if entertaining.        RESOURCES AND TOPICS FOR FURTHER STUDY  Understanding How We Learn: A Visual Guide Elizabeth Loftus  More on Retrieval Practice    FIND MEGAN SUMERACKI ONLINE:   LinkedIn Twitter Learning Scientists Website    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.  Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

DESIGNING LEARNING EXPERIENCES THAT STICK, WITH MEGAN SUMERACKI Megan Sumeracki joins us for Series 3, Episode 5 of the Re-Thinking the Human Factor Podcast.  Megan Sumeracki is an Assistant Professor at Rhode Island College. She co-founded the <a href="https://www.learningscientists.org/" rel="nofollow" target="_blank">Learning Scientists</a> in January 2016 with Yana Weinstein. Megan received her Master’s in Experimental Psychology at Washington University in St. Louis and her PhD in Cognitive Psychology from Purdue University. Her area of expertise is in human learning and memory, and applying the science of learning in educational contexts. WHAT'S THIS EPISODE ABOUT? As cyber security practitioners, we often ask ourselves the question of how we get people to remember to do the things we tell them to do. How do we get them to retain what we teach them in our trainings? Well, you’re in luck. This conversation is full of treasures to do with how our brains work when learning and strategies (based on scientific evidence) that can help you create training situations where the information will be more likely to stick.  Side Note -- We touch a lot on something called Retrieval Practice. Retrieval practice is simply a strategy in which bringing information to mind enhances and boosts learning. It’s about deliberately pulling what we’ve learned back out of our heads to examine it. Megan addresses empirical questions such as: What retrieval practice formats promote student learning? What retrieval practice activities work well for different types of learners? And, why does retrieval increase learning?   AS YOU LISTEN TO THE EPISODE, IF YOU FIND YOURSELF WANTING TO IMPLEMENT SOME OF THE INSIGHTS YOU’RE GAINING BUT YOU FEEL YOU NEED A LITTLE HELP, PLEASE DO GET IN TOUCH WITH ME AT: <a href="mailto:MAILTO:shortcuts@re-thinkingthehumanfactor.com" rel="noopener">shortcuts@re-thinkingthehumanfactor.com</a>   BELOW IS A MORE DETAILED OUTLINE OF WHAT MEGAN AND I DISCUSSED: <ul> <li>Understanding how we learn information and how we apply and remember it. </li> <li>The goal of education is to teach students how to learn and retain information so they can use it in the future. <ul> <li>The key words: Learn, memory, retain, apply.</li> <li>Even though a student needs to pass exams and get grades, it is more useful to retain information and are able to apply it in the future.</li> <li>Standardised testing could be improved as education needs to create a new behaviour rather then just stored information.</li> <li>Creating tests that mimic the real world can help people retain and then use new information.</li> </ul> </li> </ul> <ul> <li>Data driven approach.</li> <li> <ul> <li>Just because we enjoy certain methods of learning does it mean it will help me retain any new information?</li> <li>Challenging the way we learn can push us towards more durable learning processes.</li> <li>Instinct and intuition do not answer the question of education necessarily.</li> <li>Building effective strategies.</li> </ul> </li> </ul> <ul> <li>Why cramming does not relate to long term memory of a topic.</li> <li>Understand what it is that helps people learn and retain information over a longer period of time.</li> <li>Retrieval practice bringing things to mind, spacing practice, spreading learning over a period of time.</li> <li>It is difficult to predict an individual way of learning rather then a larger group on average.</li> </ul> <ul> <li>Confirmation bias can muddy research waters. <ul> <li>Expecting to see something can create patterns.</li> <li>Finding ways to remove bias such as breaking a theory down to disprove it.</li> <li>Results free of bias lead to stronger data. </li> </ul> </li> </ul> <ul> <li>Spacing and retrieval. <ul> <li>Spacing and retrieval have been around since the 1800s and used repeatedly.</li> <li>How the true value of all knowledge and understanding is application.</li> <li>The art of communication.</li> <li>Student driven research into learning through accessibility.</li> </ul> </li> </ul> <ul> <li> <ul> <li> <ul> <li> <ul> <li> </li> </ul> </li> </ul> </li> </ul> </li> <li>What other misunderstandings do people have around learning? <ul> <li>Designing with the human in mind.</li> <li>The cognitive process.</li> <li>Getting the information in is only one step, you have to be able to get the  information back out and apply it.</li> <li>Retrieval cues and how they help.</li> </ul> </li> </ul> <ul> <li>The importance of finding ways to bring back to mind recently learned information to help it stick.</li> </ul> <ul> <li>Bridging the gap from study to new awareness and understanding.</li> <li>Situational awareness building can help develop new behaviours.</li> <li>Encoding information does not necessarily lead to retrieval. </li> <li>Storytelling as a way to help retrieve new information. Holding interest to hold attention.</li> </ul> <ul> <li>Does interest really govern retention? </li> <li> <ul> <li>If a person likes engaging they will likely engage more with a topic or action.</li> <li>Attention span can often be affected by external influence like eating breakfast and rest.</li> <li>Bite sized learning spread out over a longer period can aid retention.</li> <li>Sometimes ’seductive details’ can be distracting even if entertaining.</li> </ul> </li> </ul> RESOURCES AND TOPICS FOR FURTHER STUDY <ul> <li><a href="https://www.learningscientists.org/book" rel="nofollow" target="_blank">Understanding How We Learn: A Visual Guide</a></li> <li><a href="https://www.ted.com/speakers/elizabeth_loftus" rel="nofollow" target="_blank">Elizabeth Loftus</a></li> <li><a href="https://www.sciencedirect.com/science/article/pii/S0749596X12000149" rel="nofollow" target="_blank"> More on Retrieval Practice</a></li> </ul> FIND MEGAN SUMERACKI ONLINE: <ul> <li><a href="https://www.linkedin.com/in/megan-a-sumeracki-280543b/" rel="nofollow" target="_blank"> LinkedIn</a></li> <li><a href="https://twitter.com/DrSumeracki" rel="nofollow" target="_blank">Twitter</a></li> <li><a href="https://www.learningscientists.org/" rel="nofollow" target="_blank">Learning Scientists Website</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.  Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Designing Learning Experiences That Stick, with Megan Sumeracki

How to develop a security culture, interview with Gert Jan Hofstede Understanding the role of culture is crucial if we want to develop a security culture. Especially if we want to have a realistic chance of influencing behaviour, which is probably why we're wanting to develop a security culture in the first place. This is because culture is like a body of water. If you come at the water from high above at too high a velocity with a massive, weighty body of change, the body of water will act like a slab of concrete.  You'll get a very different response, however, if you approach the water from a closer range, at a slower speed and with something more streamlined. You’ll glide through to the underside of the water and be able to explore the intricate inner-workings of the ecosystem contained within. It’s that understanding which will guide your cyber security awareness, behaviour, and culture initiatives towards a greater chance of success.     Gert Jan Hofstede joins us for a second time on the show for Episode 23 of the Re-Thinking the Human Factor Podcast. Gert Jan is a population biologist and social scientist hailing from the Netherlands. His research and publications have provided many with deeper understanding in the areas of cultural evolution, societal change, cultural stability, and how those forces interact with and have influence upon one another. Gert Jan is also known for his work in social simulation as well as for a number of books he has co-written with his father, Geert Hofstede.     “This is where culture is really at its most useful. To know that similar social results… to take a group where it should go, have to be reached by different ways by different routes in different cultures.”     JOIN GERT JAN HOFSTEDE AND BRUCE HALLAS AS THEY DISCUSS:  Brexit, and drawing a comparison between the importance of understanding the cultural dimensions at play in Britain, and likewise, the cultural forces at play in one’s organisation.     The importance of recognising and acknowledging that we don’t even recognise our own cultural biases and the errors that lack of understanding of ourselves can cause.     Increased usage of the word 'culture', especially in job titles, as companies strive to develop a security culture.     How the meaning of the word 'culture' can easily differ from organisation to organisation depending on the broader cultural context of the society in which the organisation is situated. This is because the social and technical systems of an organisation are dovetailed in everyday behavioural dynamics     Along with being cognisant of cultural differences, we also needs to learn how to properly interpret those differences. We have to remember that our brains naturally make quick decisions about people and groups, who’s in and who’s out.     Has culture evolved to help us address our deep seated anxiety about the unknown?     The status quo bias - that people stay rooted in doing what they normally do until it gets to the point where it’s a disaster.     You can’t change the culture of a society, but you can change the culture of an organisation, but it’s very hard and takes time.     Influencing an existing culture vs. creating a new security culture, and whether or not one can or should develop a security culture that's separate.     Values dimensions and using a whistleblower. This is an example of how values can influence societal responses to these kinds of people in differing ways depending on the values of the culture within which the whistleblower is situated.     Using a cultural framework to look at incidence reporting in which people report on themselves for their mistakes.     A helpful tip for those working in multicultural environments for working through the behavioural differences they experience.          “I think there’s nothing better than international experience with reflection.”     RESOURCES AND LINKS FOR FURTHER RESEARCH:   Gert Jan Hofstede’s first appearance on the Re-Thinking the Human Factor Podcast    MORE ABOUT GERT JAN HOFSTEDE:   LinkedIn Website    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

How to develop a security culture, interview with Gert Jan Hofstede Understanding the role of culture is crucial if we want to develop a security culture. Especially if we want to have a realistic chance of influencing behaviour, which is probably why we're wanting to develop a security culture in the first place. This is because culture is like a body of water. If you come at the water from high above at too high a velocity with a massive, weighty body of change, the body of water will act like a slab of concrete.  You'll get a very different response, however, if you approach the water from a closer range, at a slower speed and with something more streamlined. You’ll glide through to the underside of the water and be able to explore the intricate inner-workings of the ecosystem contained within. It’s that understanding which will guide your cyber security awareness, behaviour, and culture initiatives towards a greater chance of success.   Gert Jan Hofstede joins us for a second time on the show for Episode 23 of the Re-Thinking the Human Factor Podcast. Gert Jan is a population biologist and social scientist hailing from the Netherlands. His research and publications have provided many with deeper understanding in the areas of cultural evolution, societal change, cultural stability, and how those forces interact with and have influence upon one another. Gert Jan is also known for his work in social simulation as well as for a number of books he has co-written with his father, Geert Hofstede. “This is where culture is really at its most useful. To know that similar social results… to take a group where it should go, have to be reached by different ways by different routes in different cultures.” JOIN GERT JAN HOFSTEDE AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>Brexit, and drawing a comparison between the importance of understanding the cultural dimensions at play in Britain, and likewise, the cultural forces at play in one’s organisation.</li> </ul> <ul> <li>The importance of recognising and acknowledging that we don’t even recognise our own cultural biases and the errors that lack of understanding of ourselves can cause.</li> </ul> <ul> <li>Increased usage of the word 'culture', especially in job titles, as companies strive to develop a security culture.</li> </ul> <ul> <li>How the meaning of the word 'culture' can easily differ from organisation to organisation depending on the broader cultural context of the society in which the organisation is situated. This is because the social and technical systems of an organisation are dovetailed in everyday behavioural dynamics</li> </ul> <ul> <li>Along with being cognisant of cultural differences, we also needs to learn how to properly interpret those differences. We have to remember that our brains naturally make quick decisions about people and groups, who’s in and who’s out.</li> </ul> <ul> <li>Has culture evolved to help us address our deep seated anxiety about the unknown?</li> </ul> <ul> <li>The status quo bias - that people stay rooted in doing what they normally do until it gets to the point where it’s a disaster.</li> </ul> <ul> <li>You can’t change the culture of a society, but you can change the culture of an organisation, but it’s very hard and takes time.</li> </ul> <ul> <li>Influencing an existing culture vs. creating a new security culture, and whether or not one can or should develop a security culture that's separate.</li> </ul> <ul> <li>Values dimensions and using a whistleblower. This is an example of how values can influence societal responses to these kinds of people in differing ways depending on the values of the culture within which the whistleblower is situated.</li> </ul> <ul> <li>Using a cultural framework to look at incidence reporting in which people report on themselves for their mistakes.</li> </ul> <ul> <li>A helpful tip for those working in multicultural environments for working through the behavioural differences they experience.</li> </ul> <ul> <li> </li> </ul> “I think there’s nothing better than international experience with reflection.” RESOURCES AND LINKS FOR FURTHER RESEARCH: <ul> <li><a href="https://podcasts.apple.com/us/podcast/culture-and-security-with-gert-jan-hofstede/id1265263037?i=1000395426247" rel="nofollow" target="_blank"> Gert Jan Hofstede’s first appearance on the Re-Thinking the Human Factor Podcast</a></li> </ul> MORE ABOUT GERT JAN HOFSTEDE: <ul> <li><a href="https://www.linkedin.com/in/gert-jan-hofstede-5a83344/?originalSubdomain=hr" rel="nofollow" target="_blank"> LinkedIn</a></li> <li><a href="https://geerthofstede.com/gert-jan-hofstede/" rel="nofollow" target="_blank">Website</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

How to develop a security culture, interview with Gert Jan Hofstede

The challenge with creating behavioural change is doing it well enough that people actually change their behaviour consistently. And beyond that, it's about ensuring that other people in the organisation can observe this new behaviour around them so that they come to the realise this is simply "the way we do things around here" in other words, the organisational culture. When we set about creating behavioural change, the ultimate objective is for that change to become embedded in the culture, because that's when we start to see the results we're looking for. Creating Behavioural Change that Becomes Part of Culture In today's podcast episode this is what we're going to be exploring. Bruce is joined on the podcast by Su Ee Wong. Su Ee’s journey towards becoming a safety and health (S&amp;H) professional is an unusual one. She started off in biomedical science and a serendipitous stint in the HR office of an academic institution sparked an interest in workplace safety and health.  The unique blend of her science background, HR experience, and S&amp;H interest got her a Mid-Career Training Sponsorship where she was given the opportunity to train as an S&amp;H professional in a University. As the core businesses of a University are research and teaching, she is able to apply her knowledge in research to better manage the S&amp;H of staff and students.  Her passion is in creating a safe, healthy and happy environment that the community can thrive in. She strongly believes that the activities we engage in should do no harm to our people or to Mother Earth. [1] JOIN SU EE WONG AND BRUCE HALLAS AS THEY DISCUSS:  Su Ee’s post that told of an experiment conducted around the public safety problem of how to change the behaviour of jaywalkers who were crossing the street no matter what color the light was.  Making policies fun, interesting, and engaging can help catalyze behavioural change.  The importance of creating policies that have as little friction as possible to follow.  When we want to change behaviour, a lot of us think that should be through punishment,  like handing out fines for doing something. We think if we give them a slap on the wrist, that changes behavior. But it might not be sustainable in the long run. How do we get something more creative that is more positive to change the behaviour and then reinforce it later so that this behavior sticks until it becomes second nature?  In organizations, people at different levels will have different cultural norms. Though one might craft the perfect awareness campaign based on research gathered from within the various organizational levels at their local office, those same campaigns might not elicit the response one is anticipating in the overseas office possibly due to a sort of a national culture.  The importance or recognizing policy “champions” for their work.  How do we incorporate people’s natural biases in how we design awareness campaigns?  Creating an environment and culture where people can share their insights and engage with leadership or the local champion, without blame, to create trust between workers and leaders, because that will be one of the best ways to manage problems knowing that leadership can’t be everywhere all at once.  What Su Ee Wong did to understand root causes of behaviors in her organization.  Awareness is just as much about policy-makers themselves becoming aware as it is about crafting the right kinds of campaigns and procedures.    FURTHER STUDY AND RESEARCH  Re-thinking the Human Factor Ep 09 with Dan Ariely  Shortcut by John Pollock Choice Architecture Infosec Europe   MORE ABOUT SU EE WONG:  LinkedIn [1]    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

The challenge with creating behavioural change is doing it well enough that people actually change their behaviour consistently. And beyond that, it's about ensuring that other people in the organisation can observe this new behaviour around them so that they come to the realise this is simply "the way we do things around here" in other words, the organisational culture. When we set about creating behavioural change, the ultimate objective is for that change to become embedded in the culture, because that's when we start to see the results we're looking for. Creating Behavioural Change that Becomes Part of Culture In today's podcast episode this is what we're going to be exploring. Bruce is joined on the podcast by Su Ee Wong. Su Ee’s journey towards becoming a safety and health (S&amp;H) professional is an unusual one. She started off in biomedical science and a serendipitous stint in the HR office of an academic institution sparked an interest in workplace safety and health.  The unique blend of her science background, HR experience, and S&amp;H interest got her a Mid-Career Training Sponsorship where she was given the opportunity to train as an S&amp;H professional in a University. As the core businesses of a University are research and teaching, she is able to apply her knowledge in research to better manage the S&amp;H of staff and students.  Her passion is in creating a safe, healthy and happy environment that the community can thrive in. She strongly believes that the activities we engage in should do no harm to our people or to Mother Earth. [1] JOIN SU EE WONG AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>Su Ee’s post that told of an experiment conducted around the public safety problem of how to change the behaviour of jaywalkers who were crossing the street no matter what color the light was. </li> <li>Making policies fun, interesting, and engaging can help catalyze behavioural change. </li> <li>The importance of creating policies that have as little friction as possible to follow. </li> <li>When we want to change behaviour, a lot of us think that should be through punishment,  like handing out fines for doing something. We think if we give them a slap on the wrist, that changes behavior. But it might not be sustainable in the long run. How do we get something more creative that is more positive to change the behaviour and then reinforce it later so that this behavior sticks until it becomes second nature? </li> <li>In organizations, people at different levels will have different cultural norms. Though one might craft the perfect awareness campaign based on research gathered from within the various organizational levels at their local office, those same campaigns might not elicit the response one is anticipating in the overseas office possibly due to a sort of a national culture. </li> <li>The importance or recognizing policy “champions” for their work. </li> <li>How do we incorporate people’s natural biases in how we design awareness campaigns? </li> <li>Creating an environment and culture where people can share their insights and engage with leadership or the local champion, without blame, to create trust between workers and leaders, because that will be one of the best ways to manage problems knowing that leadership can’t be everywhere all at once. </li> <li>What Su Ee Wong did to understand root causes of behaviors in her organization. </li> <li>Awareness is just as much about policy-makers themselves becoming aware as it is about crafting the right kinds of campaigns and procedures.</li> </ul> FURTHER STUDY AND RESEARCH <a href="https://itunes.apple.com/us/podcast/behavioural-change-in-cyber-security-with-dan-ariely/id1265263037?i=1000403998471&amp;mt=2" rel="nofollow" target="_blank"> Re-thinking the Human Factor Ep 09 with Dan Ariely</a> <a href="https://books.google.hu/books/about/Shortcut.html?id=dacTAwAAQBAJ&amp;source=kp_cover&amp;redir_esc=y" rel="nofollow" target="_blank"> Shortcut</a> by John Pollock Choice Architecture <a href="http://www.infosecurityeurope.com/" rel="nofollow" target="_blank">Infosec Europe</a> MORE ABOUT SU EE WONG: <ul> <li><a href="https://www.linkedin.com/in/wongsuee/" rel="nofollow" target="_blank">LinkedIn</a> [1]</li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Creating Behavioural Change That Becomes A Part Of The Culture

Bennett Arron

How a Victim of Identity Theft Uses Humour to Generate Cyber Awareness, with Bennett Arron   Welcome to Episode 20 of the Re-Thinking the Human Factor Podcast. Joining us on the show today is Bennett Arron, Bennett was one of the first major victims of Identity Theft in the UK. According to the Police and credit reference agencies, he owed thousands of pounds to phone companies, banks and department stores. The only thing was, it wasn’t him. This theft resulted in Bennett becoming penniless and homeless.   A comedy about identity theft Years later, Bennett wrote a comedy show about his experience. The show was critically acclaimed at the Edinburgh Festival and led to Bennett being asked to direct and present the documentary 'How To Steal An Identity' for Channel 4. How to steal an identity In the documentary, Bennett proved, through a series of stunts, how easy the crime of ID theft is to carry out by first stealing the identities of the general public and then, rather foolishly, stealing the identity of the Home Secretary. The documentary was 'Pick of The Week' in The Guardian and The Telegraph and was called ‘Fascinating and Disturbing’ by the TV Times. Bennett was shortlisted for a BAFTA. As a result of Bennett’s programme, the UK Driving Licence Application Form had to be changed… The programme can be viewed below (and you don’t even have to put in your bank details to watch!). https://www.youtube.com/watch?v=-URDjwb0fS4   Bennett now tours the world, telling his disturbingly true yet funny account of what it’s like to have your identity stolen and revealing the devastating consequences of making a documentary ‘in the public interest’. He was the Guest Speaker at the International Fraud Convention in Italy, the International Congress on Anti-Fraud and Anti-Corruption in Poland (twice), the Security Forum in South Africa and the opening keynote speaker at AUScert, Brisbane in front of 2000 delegates. In addition to this, Bennett also speaks to Management and Customer Service Staff on the subject of Data Protection and GDPR showing how the repercussions from clerical, computerised or face-to-face errors can be devastating. “People are shocked at what they fall for when they think they’re actually defending themselves…” JOIN BENNETT ARRON AND BRUCE HALLAS AS THEY DISCUSS THE FOLLOWING:  Trying to stir emotion in an audience is one thing, but being emotional yourself helps that. However you’re going to communicate to your audience, it’s going to be much more powerful if the person creating the content has emotional investment in the topic. Whether or not humour is as powerful an ingredient in effective communications as it is thought to be. The importance of having good timing when using humour in communications. Are there underlying processes one can learn to become funny or get better at being funny? Finding your voice. Knowing the right time for the right voice. The importance of tone of voice as well as tone of subject matter in effective communication. Humour as a softer means of communicating awareness initiatives or policy so that people’s responses and engagement with the information is more open. How laughter effects humans physiological and psychologically. That humour works across cultures as long as references are dropped that would be culturally irrelevant to the audience at hand.    MORE ABOUT BENNETT ARRON:  Shopping Centre Scam Website  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing Bruce &amp; The Re-thinking the Human Factor Podcast Team

How a Victim of Identity Theft Uses Humour to Generate Cyber Awareness, with Bennett Arron Welcome to Episode 20 of the Re-Thinking the Human Factor Podcast. Joining us on the show today is Bennett Arron, Bennett was one of the first major victims of Identity Theft in the UK. According to the Police and credit reference agencies, he owed thousands of pounds to phone companies, banks and department stores. The only thing was, it wasn’t him. This theft resulted in Bennett becoming penniless and homeless.   A comedy about identity theft Years later, Bennett wrote a comedy show about his experience. The show was critically acclaimed at the Edinburgh Festival and led to Bennett being asked to direct and present the documentary 'How To Steal An Identity' for Channel 4. How to steal an identity In the documentary, Bennett proved, through a series of stunts, how easy the crime of ID theft is to carry out by first stealing the identities of the general public and then, rather foolishly, stealing the identity of the Home Secretary. The documentary was 'Pick of The Week' in The Guardian and The Telegraph and was called ‘Fascinating and Disturbing’ by the TV Times. Bennett was shortlisted for a BAFTA. As a result of Bennett’s programme, the UK Driving Licence Application Form had to be changed… The programme can be viewed below (and you don’t even have to put in your bank details to watch!). <a href="https://www.youtube.com/watch?v=-URDjwb0fS4" rel="nofollow" target="_blank">https://www.youtube.com/watch?v=-URDjwb0fS4</a> Bennett now tours the world, telling his disturbingly true yet funny account of what it’s like to have your identity stolen and revealing the devastating consequences of making a documentary ‘in the public interest’. He was the Guest Speaker at the International Fraud Convention in Italy, the International Congress on Anti-Fraud and Anti-Corruption in Poland (twice), the Security Forum in South Africa and the opening keynote speaker at AUScert, Brisbane in front of 2000 delegates. In addition to this, Bennett also speaks to Management and Customer Service Staff on the subject of Data Protection and GDPR showing how the repercussions from clerical, computerised or face-to-face errors can be devastating. “People are shocked at what they fall for when they think they’re actually defending themselves…” JOIN BENNETT ARRON AND BRUCE HALLAS AS THEY DISCUSS THE FOLLOWING: <ul> <li>Trying to stir emotion in an audience is one thing, but being emotional yourself helps that. However you’re going to communicate to your audience, it’s going to be much more powerful if the person creating the content has emotional investment in the topic.</li> <li>Whether or not humour is as powerful an ingredient in effective communications as it is thought to be.</li> <li>The importance of having good timing when using humour in communications.</li> <li>Are there underlying processes one can learn to become funny or get better at being funny?</li> <li>Finding your voice.</li> <li>Knowing the right time for the right voice.</li> <li>The importance of tone of voice as well as tone of subject matter in effective communication.</li> <li>Humour as a softer means of communicating awareness initiatives or policy so that people’s responses and engagement with the information is more open.</li> <li>How laughter effects humans physiological and psychologically.</li> <li>That humour works across cultures as long as references are dropped that would be culturally irrelevant to the audience at hand.</li> </ul> MORE ABOUT BENNETT ARRON: <ul> <li><a href="https://www.youtube.com/watch?v=ohrW9znm-AY" rel="nofollow" target="_blank">Shopping Centre Scam</a></li> <li><a href="http://www.bennettarron.com/" rel="nofollow" target="_blank">Website</a></li> <li><a href="https://www.linkedin.com/company/bennett-arron/about/" rel="nofollow" target="_blank"> LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing Bruce &amp; The Re-thinking the Human Factor Podcast Team

Using Humour to Raise Cyber Awareness, with Bennett Arron

Dan Ariely

Understanding behavioural change is a crucial aspect of better understanding the human factor. If we hope to influence behaviour then we need to better understand human behaviours, decision-making and motivations. The leading expert in this today is Dan Ariely and we are thrilled to have him as a guest on the podcast. Behavioural change is a large part of the work we have to do when it comes to improving security outcomes, and the work by leading thinkers such as Dan is really helping to pave the way. Dan Ariely was recently voted as the second most influential psychologist in the world. He is a professor of psychology and behavioural economics at Duke University and a founding member of the Center for Advanced Hindsight. He is the author of the bestsellers Predictably Irrational, The Upside of Irrationality, and The Honest Truth About Dishonesty - as well as the TED Book Payoff: The Hidden Logic that Shapes Our Motivations. Through his research and his (often amusing and unorthodox) experiments, he questions the forces that influence human behavior and the irrational ways in which we often all behave. Behavioural Change in CyberSecurity In this episode, Dan Ariely joins Bruce Hallas to discuss behavioural economics and its role in better organising operating environments and how we can use this in the cybersecurity industry. Dan’s speciality is in the study of behavioural economics with a focus on communicating his findings in a language anyone can understand so this makes him an ideal guest for the podcast. ‘[His] immersive introduction to irrationality took place many years ago while [he] was overcoming injuries sustained in an explosion. The range of treatments in the burn department, and particularly the daily “bath” made [him] face a variety of irrational behaviours that were immensely painful and persistent. Upon leaving the hospital, [he] wanted to understand how to better deliver painful and unavoidable treatments to patients, so [he] began conducting research in this area. [He] became engrossed with the idea that we repeatedly and predictably make the wrong decisions in many aspects of our lives and that research could help change some of these patterns.’ [1] “You have to understand that part of your job as a security expert is not just to create security but to create appreciation. Because if you create security with no appreciation, you’re not going to get people to value it and want to participate in it.” Join Dan Ariely and Bruce Hallas as they discuss:  What behavioural economics is (10:50) Preferences, how we form them, and the effect our preferences have on our behaviour. (19:01) Untapped demand, or the idea that there’s a big difference between people’s preferences and what they end up doing, and the fact that those differences have a lot to do with friction (the easiest decision will often be the one that is chosen) (23:04) The role of behavioural economics in better designing the operating environment within which employees are trained and work within in order to maximize the potential for positive cyber security behaviours (24:56) The concept of “endowment”, or the idea that people who have contributed to something feel a greater sense of value about that something as well, and the “Ikea effect”, which simply understood is that labour leads to love (29:39) Value cues, and the need for cybersecurity policy creators to communicate the value of following their policies to their audience (33:59) Another big challenge in the cybersecurity industry - the fact that security failures happen infrequently, and what that teaches people about how they need to behave (41:36) Effective and ineffective methods for motivating positive cyber security behaviours from employees (44:30) The effect of overconfidence in our own knowledge and ability on our behaviours (49:17)  “One of the biggest challenges is to get people to admit we are fallible.”  Further Reading &amp; Research   Small Change | Money Mishaps and How to Avoid Them, by Dan Ariely Predictably Irrational, by Dan Ariely Bruce Hallas’s blog:  Behavioural Economics: When irrationality is the remarkably logical decision  Here is one of Dan's famous TED talks on decision-making.   About Dan Ariely You can find out more about Dan at his website www.danariely.com or you can follow him on Twitter. Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

Understanding behavioural change is a crucial aspect of better understanding the human factor. If we hope to influence behaviour then we need to better understand human behaviours, decision-making and motivations. The leading expert in this today is Dan Ariely and we are thrilled to have him as a guest on the podcast. Behavioural change is a large part of the work we have to do when it comes to improving security outcomes, and the work by leading thinkers such as Dan is really helping to pave the way. Dan Ariely was recently voted as the second most influential psychologist in the world. He is a professor of psychology and behavioural economics at Duke University and a founding member of the Center for Advanced Hindsight. He is the author of the bestsellers <a href="http://danariely.com/books/predictably-irrational/" rel="nofollow" target="_blank">Predictably Irrational</a>, <a href="http://danariely.com/books/the-upside-of-irrationality/" rel="noopener nofollow" target="_blank">The Upside of Irrationality</a>, and <a href="http://danariely.com/books/the-honest-truth-about-dishonesty/" rel="nofollow" target="_blank">The Honest Truth About Dishonesty </a>- as well as the TED Book <a href="http://danariely.com/books/payoff/" rel="noopener nofollow" target="_blank">Payoff: The Hidden Logic that Shapes Our Motivations</a>. Through his research and his (often amusing and unorthodox) experiments, he questions the forces that influence human behavior and the irrational ways in which we often all behave. Behavioural Change in CyberSecurity In this episode, Dan Ariely joins Bruce Hallas to discuss behavioural economics and its role in better organising operating environments and how we can use this in the cybersecurity industry. Dan’s speciality is in the study of behavioural economics with a focus on communicating his findings in a language anyone can understand so this makes him an ideal guest for the podcast. ‘[His] immersive introduction to irrationality took place many years ago while [he] was overcoming injuries sustained in an explosion. The range of treatments in the burn department, and particularly the daily “bath” made [him] face a variety of irrational behaviours that were immensely painful and persistent. Upon leaving the hospital, [he] wanted to understand how to better deliver painful and unavoidable treatments to patients, so [he] began conducting research in this area. [He] became engrossed with the idea that we repeatedly and predictably make the wrong decisions in many aspects of our lives and that research could help change some of these patterns.’ [1] “You have to understand that part of your job as a security expert is not just to create security but to create appreciation. Because if you create security with no appreciation, you’re not going to get people to value it and want to participate in it.” Join Dan Ariely and Bruce Hallas as they discuss: <ul> <li>What behavioural economics is (10:50)</li> <li>Preferences, how we form them, and the effect our preferences have on our behaviour. (19:01)</li> <li>Untapped demand, or the idea that there’s a big difference between people’s preferences and what they end up doing, and the fact that those differences have a lot to do with friction (the easiest decision will often be the one that is chosen) (23:04)</li> <li>The role of behavioural economics in better designing the operating environment within which employees are trained and work within in order to maximize the potential for positive cyber security behaviours (24:56)</li> <li>The concept of “endowment”, or the idea that people who have contributed to something feel a greater sense of value about that something as well, and the “Ikea effect”, which simply understood is that labour leads to love (29:39)</li> <li>Value cues, and the need for cybersecurity policy creators to communicate the value of following their policies to their audience (33:59)</li> <li>Another big challenge in the cybersecurity industry - the fact that security failures happen infrequently, and what that teaches people about how they need to behave (41:36)</li> <li>Effective and ineffective methods for motivating positive cyber security behaviours from employees (44:30)</li> <li>The effect of overconfidence in our own knowledge and ability on our behaviours (49:17)</li> </ul> “One of the biggest challenges is to get people to admit we are fallible.” Further Reading &amp; Research <ul> <li><a href="https://www.amazon.co.uk/Small-Change-Money-Mishaps-Avoid/dp/1509864644" rel="nofollow" target="_blank"> Small Change | Money Mishaps and How to Avoid Them</a>, by Dan Ariely</li> <li><a href="http://danariely.com/books/predictably-irrational/" rel="nofollow" target="_blank">Predictably Irrational</a>, by Dan Ariely</li> <li>Bruce Hallas’s blog: <a href="https://www.marmaladebox.com/education-and-awareness/behavioural-economics-and-security-awareness/" rel="nofollow" target="_blank"> Behavioural Economics: When irrationality is the remarkably logical decision</a></li> </ul> Here is one of Dan's famous TED talks on decision-making.   About Dan Ariely You can find out more about Dan at his website <a href="http://danariely.com/" rel="nofollow" target="_blank">www.danariely.com</a> or you can follow him on Twitter. Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Behavioural Change in Cyber Security, with Dan Ariely

What makes our brains tick, and why does that matter for change managers and organizational heads?   The Human Brain vs. Awareness, Behaviour, and Culture   Hilary Scarlett is an international speaker, consultant and author on change management and neuroscience at Scarlett &amp; Grey. Hilary’s work has spanned Europe, the US and Asia and concentrates on the development of people-focused change management programmes, coaching and employee engagement. Her specialities include:  change management employee communication employee engagement leadership coaching (Inst of Leadership &amp; Management accredited)    “A need for control, a need to be able to predict what’s coming up is really important to the brain.”   JOIN HILARY SCARLETT AND BRUCE HALLAS AS THEY DISCUSS:  The necessity of understanding how our brains work The human brain’s distaste for change A brief rundown on what the brain actually is, i.e. what it does, how it’s made, the structure of it How understanding what our brains do and how they work can guide efforts towards creating proper learning environments and organizational cultures where people can more easily learn and thrive Why our brains are often lazy by default Growth mindset within an organizational culture The importance of prioritizing tasks by order of importance because the brain’s energy / ability to process information critically will become increasingly depleted as the day goes on Tools for getting the brain back on track and restoring some of its energy during the day Understanding how brains process change and what it means for Change Managers The power of storytelling in communications, understanding, and memory    “Change is extremely difficult for us if we feel it’s unpredictable and uncontrollable… People further down the hierarchy who feel they don’t have that same sight at what’s coming up and don’t have that same control or influence, their brains are in a much more stressed place than [the boss].”   FURTHER STUDY AND RESEARCH  Neuroscience for Organizational Change by Hilary Scarlett Edgar Schein Neuroplasticity The Endowment Effect Mindset by Carol Dweck   MORE ABOUT HILARY SCARLETT:  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

What makes our brains tick, and why does that matter for change managers and organizational heads?   The Human Brain vs. Awareness, Behaviour, and Culture Hilary Scarlett is an international speaker, consultant and author on change management and neuroscience at Scarlett &amp; Grey. Hilary’s work has spanned Europe, the US and Asia and concentrates on the development of people-focused change management programmes, coaching and employee engagement. Her specialities include: <ul> <li>change management</li> <li>employee communication</li> <li>employee engagement</li> <li>leadership coaching (Inst of Leadership &amp; Management accredited)</li> </ul> “A need for control, a need to be able to predict what’s coming up is really important to the brain.” JOIN HILARY SCARLETT AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>The necessity of understanding how our brains work</li> <li>The human brain’s distaste for change</li> <li>A brief rundown on what the brain actually is, i.e. what it does, how it’s made, the structure of it</li> <li>How understanding what our brains do and how they work can guide efforts towards creating proper learning environments and organizational cultures where people can more easily learn and thrive</li> <li>Why our brains are often lazy by default</li> <li>Growth mindset within an organizational culture</li> <li>The importance of prioritizing tasks by order of importance because the brain’s energy / ability to process information critically will become increasingly depleted as the day goes on</li> <li>Tools for getting the brain back on track and restoring some of its energy during the day</li> <li>Understanding how brains process change and what it means for Change Managers</li> <li>The power of storytelling in communications, understanding, and memory</li> </ul> “Change is extremely difficult for us if we feel it’s unpredictable and uncontrollable… People further down the hierarchy who feel they don’t have that same sight at what’s coming up and don’t have that same control or influence, their brains are in a much more stressed place than [the boss].” FURTHER STUDY AND RESEARCH <a href="https://www.goodreads.com/book/show/26893449-neuroscience-for-organizational-change" rel="nofollow" target="_blank"> Neuroscience for Organizational Change</a> by Hilary Scarlett <a href="https://en.wikipedia.org/wiki/Edgar_Schein" rel="nofollow" target="_blank">Edgar Schein</a> Neuroplasticity The Endowment Effect <a href="https://mindsetonline.com/" rel="nofollow" target="_blank">Mindset</a> by Carol Dweck MORE ABOUT HILARY SCARLETT: <ul> <li><a href="https://www.linkedin.com/in/hilaryscarlett/" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

The Human Brain vs. Awareness, Behaviour, and Culture

EPISODE 08 SUMMARY - BEN AFIA ———————————————— On this episode of Re-thinking the Human Factor, Ben Afia joins Bruce Hallas in a discussion around “Tone of voice”. Tone of voice deals with the brand and personality of an organization coming through in language, in words, and this personality stems from values, both personal as well as those of a broader organizational culture. Ben is a consultant, writer and speaker on brand strategy, language and change.   “We’re talking about how we influence behaviour, especially within organizations with people who can choose to be influenced or not…I don’t think you actually need to be that heavy-handed to achieve the right outcome of protecting an organization.”   Join Ben Afia and Bruce Hallas as they discuss:  The importance of getting the tone of voice right in relation to the creation and implementation of effective policies within an organization How tone of voice can bring to life an organization’s brand (or hurt their brand) Paradoxically, though tone of voice is largely about one’s brand and organizational personality, it’s also important to understand one’s audience when building and applying tone-of-voice guidelines, because it’s also about them, and it’s about understanding what your audience will be able to actually hear Heavy-handed vs. lighter, more engaging, more human communication methods The importance of having a well-defined brand and well-defined values when coming up with tone-of-voice guidelines The need to get broad stakeholder engagement, not from the very top of the organization, but also all the way down if the goal is organization-wide change    “I think that your tone of voice and your values then have to flex depending on the local circumstance.”   QUESTIONS FOR FURTHER STUDY AND RESEARCH  What is your tone of voice? Does it really reflect your brand? How well do people engage with that? Do your communications have any element of tone of voice or are you just getting your team to write without any direction regarding how you want to appear, to be perceived by your audience when they receive your message?    MORE ABOUT BEN AFIA:  Website    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

EPISODE 08 SUMMARY - BEN AFIA ———————————————— On this episode of Re-thinking the Human Factor, Ben Afia joins Bruce Hallas in a discussion around “Tone of voice”. Tone of voice deals with the brand and personality of an organization coming through in language, in words, and this personality stems from values, both personal as well as those of a broader organizational culture. Ben is a consultant, writer and speaker on brand strategy, language and change. “We’re talking about how we influence behaviour, especially within organizations with people who can choose to be influenced or not…I don’t think you actually need to be that heavy-handed to achieve the right outcome of protecting an organization.” Join Ben Afia and Bruce Hallas as they discuss: <ul> <li>The importance of getting the tone of voice right in relation to the creation and implementation of effective policies within an organization</li> <li>How tone of voice can bring to life an organization’s brand (or hurt their brand)</li> <li>Paradoxically, though tone of voice is largely about one’s brand and organizational personality, it’s also important to understand one’s audience when building and applying tone-of-voice guidelines, because it’s also about them, and it’s about understanding what your audience will be able to actually hear</li> <li>Heavy-handed vs. lighter, more engaging, more human communication methods</li> <li>The importance of having a well-defined brand and well-defined values when coming up with tone-of-voice guidelines</li> <li>The need to get broad stakeholder engagement, not from the very top of the organization, but also all the way down if the goal is organization-wide change</li> </ul> “I think that your tone of voice and your values then have to flex depending on the local circumstance.” QUESTIONS FOR FURTHER STUDY AND RESEARCH <ul> <li>What is your tone of voice?</li> <li>Does it really reflect your brand?</li> <li>How well do people engage with that?</li> <li>Do your communications have any element of tone of voice or are you just getting your team to write without any direction regarding how you want to appear, to be perceived by your audience when they receive your message?</li> </ul> MORE ABOUT BEN AFIA: <ul> <li><a href="https://www.benafia.com/" rel="nofollow" target="_blank">Website</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

How to connect with your audience and improve engagement

Louise Cockburn

Welcome to Series 2, Episode 1 of the Re-Thinking the Human Factor Podcast. It's fantastic to be back after a 3-month break!  As we like to do every so often, Episode 1 of Series 2 begins with a conversation with Louise Cockburn, a listener to our show whom we invited to come on and share insights she's picked up from previous episodes of the podcast, as well as her own experiences and thoughts on the challenge of security awareness, behaviour and culture. Louise is the information security awareness and culture manager at Quilter (prev. Old Mutual Wealth), and she had much to say about the need for creativity in communications, the power children hold in shaping behaviour and culture, personnel buy-in, and more, but the overarching theme of the conversation centered around one thing - behaviour. Tune in to hear all about it. Further Resources Re-thinking the Human Factor Book Our new book, Re-Thinking the Human Factor, which is available on Amazon In the nine chapters of the book, we challenge some of the assumptions that many people make when designing education and awareness programs to raise awareness, influence behaviour and foster an appropriate organizational culture.  Also, we bring in a load of insights, some of which have come from the research that Bruce and his team has done over the last seven years, whilst some stem directly from the interviews that we've done in Series one of the podcast. Also, it's a short read. LinkedIn Group We have recently launched the Re-Thinking the Human Factor LinkedIn Group, where we want to enable you to continue the discussion around the human factor in information security. We hope that by having a space to hold these discussions that we can all better understand the role that awareness, behaviour, and culture can have on our information security objectives.  Thanks for tuning in!

Welcome to Series 2, Episode 1 of the Re-Thinking the Human Factor Podcast. It's fantastic to be back after a 3-month break!  As we like to do every so often, Episode 1 of Series 2 begins with a conversation with Louise Cockburn, a listener to our show whom we invited to come on and share insights she's picked up from previous episodes of the podcast, as well as her own experiences and thoughts on the challenge of security awareness, behaviour and culture. Louise is the information security awareness and culture manager at Quilter (prev. Old Mutual Wealth), and she had much to say about the need for creativity in communications, the power children hold in shaping behaviour and culture, personnel buy-in, and more, but the overarching theme of the conversation centered around one thing - behaviour. Tune in to hear all about it. Further Resources Re-thinking the Human Factor Book Our new book, <a href="https://www.amazon.com/Re-Thinking-Human-Factor-Philosophical-Information-ebook/dp/B07J1TCZ58" rel="noopener nofollow" target="_blank">Re-Thinking the Human Factor</a>, which is available on Amazon In the nine chapters of the book, we challenge some of the assumptions that many people make when designing education and awareness programs to raise awareness, influence behaviour and foster an appropriate organizational culture. Also, we bring in a load of insights, some of which have come from the research that Bruce and his team has done over the last seven years, whilst some stem directly from the interviews that we've done in Series one of the podcast. Also, it's a short read. LinkedIn Group We have recently launched the Re-Thinking the Human Factor <a href="https://www.linkedin.com/groups/8658401/" rel="noopener nofollow" target="_blank">LinkedIn Group</a>, where we want to enable you to continue the discussion around the human factor in information security. We hope that by having a space to hold these discussions that we can all better understand the role that awareness, behaviour, and culture can have on our information security objectives.  Thanks for tuning in!

Episodes Review with Louise Cockburn, Information Security Awareness and Culture Manager at Quilter

Did you know up to 80% of information is forgotten within 24 hours? Admittedly, this is not an encouraging statistic for those of us seeking to raise awareness, change behaviour, and foster an appropriate organizational culture. For this reason, we at the Re-Thinking the Human Factor Podcast are looking for answers from outside the security industry from people who can provide an evidence-based path forward which can help us to improve learning and development. We’re happy to share some fresh insights with you on the topic of improving the training experience, likelihood of learning, and stickiness of memory after the training is completed. Evidence-Based Methodology to Improve Learning and Development Stella Collins joins Bruce in Series 2 / Episode 3 of the Re-Thinking The Human Factor podcast to have a deeper look into how we can improve learning and development using evidence base methodology. She is a learning specialist, an expert in Brain Friendly learning, author of Neuroscience for Learning and Development, and the Creative Director of Stellar Learning, a business whose goal is to transform training, learning and communication - particularly when it's tough, technical or tortuous. They support and train their clients to build excellent relationships and make critical messages stick.  With a BSc in Psychology, an MSc in Human Communication, a coaching diploma, 15 years in the IT industry, and more than 15 years in L&amp;D, she injects a theoretical knowledge of learning and communication with creative and practical ideas and hands-on experience. Stella says “there’s no such thing as a boring topic – just boring training.” JOIN STELLA COLLINS AND BRUCE HALLAS AS THEY DISCUSS:  The importance of knowing the background behind a neuroscientific finding, i.e., who’s done the research, what was on their agenda when they did it, and whether the proper research methodology and statistical analysis was used to arrive at the conclusion on which your team is now basing its L&amp;D and policy changes The empowering nature of evidence-based ideas Effective planning for L&amp;D training, including making people excited about going through the training, and making the most of the time you have with people rather than wasting time and money on a captive audience that will forget most of what they learned within 24 hours (see our opening statement above) The importance of what happens after L&amp;D training, like inter-staff communication and ensuring that the work environment is conducive to easy adoption of new skills and policies What is training, actually? Likewise, what is learning? Neuroplasticity, or the fact that our brains are flexible and able to create new pathways for learning throughout life Ways to maximizing the potential for learning when engaging in training efforts When it comes to learning and memory, humans are not sponges as the metaphor suggests The future of L&amp;D and self-directed learning  “An experience, as opposed to fact…When we have an experience, we remember that sensory information… Emotion is massively sticky. Emotions and senses are hugely important.” FURTHER STUDY AND RESEARCH  Neuroscienece for Learning and Development by Stella Collins Stellar Learning (Make Your Message Sticky) Choice Architecture Neuroplasticity   MORE ABOUT STELLA COLLINS:  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

Did you know up to 80% of information is forgotten within 24 hours? Admittedly, this is not an encouraging statistic for those of us seeking to raise awareness, change behaviour, and foster an appropriate organizational culture. For this reason, we at the Re-Thinking the Human Factor Podcast are looking for answers from outside the security industry from people who can provide an evidence-based path forward which can help us to improve learning and development. We’re happy to share some fresh insights with you on the topic of improving the training experience, likelihood of learning, and stickiness of memory after the training is completed. Evidence-Based Methodology to Improve Learning and Development Stella Collins joins Bruce in Series 2 / Episode 3 of the Re-Thinking The Human Factor podcast to have a deeper look into how we can improve learning and development using evidence base methodology. She is a learning specialist, an expert in Brain Friendly learning, author of Neuroscience for Learning and Development, and the Creative Director of Stellar Learning, a business whose goal is to transform training, learning and communication - particularly when it's tough, technical or tortuous. They support and train their clients to build excellent relationships and make critical messages stick.  With a BSc in Psychology, an MSc in Human Communication, a coaching diploma, 15 years in the IT industry, and more than 15 years in L&amp;D, she injects a theoretical knowledge of learning and communication with creative and practical ideas and hands-on experience. Stella says “there’s no such thing as a boring topic – just boring training.” JOIN STELLA COLLINS AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>The importance of knowing the background behind a neuroscientific finding, i.e., who’s done the research, what was on their agenda when they did it, and whether the proper research methodology and statistical analysis was used to arrive at the conclusion on which your team is now basing its L&amp;D and policy changes</li> <li>The empowering nature of evidence-based ideas</li> <li>Effective planning for L&amp;D training, including making people excited about going through the training, and making the most of the time you have with people rather than wasting time and money on a captive audience that will forget most of what they learned within 24 hours (see our opening statement above)</li> <li>The importance of what happens after L&amp;D training, like inter-staff communication and ensuring that the work environment is conducive to easy adoption of new skills and policies</li> <li>What is training, actually? Likewise, what is learning?</li> <li>Neuroplasticity, or the fact that our brains are flexible and able to create new pathways for learning throughout life</li> <li>Ways to maximizing the potential for learning when engaging in training efforts</li> <li>When it comes to learning and memory, humans are not sponges as the metaphor suggests</li> <li>The future of L&amp;D and self-directed learning</li> </ul> “An experience, as opposed to fact…When we have an experience, we remember that sensory information… Emotion is massively sticky. Emotions and senses are hugely important.” FURTHER STUDY AND RESEARCH <a href="http://stellarlearning.co.uk/neuroscience-for-learning-development-chapter-1-download/" rel="nofollow" target="_blank"> Neuroscienece for Learning and Development</a> by Stella Collins <a href="http://stellarlearning.co.uk/" rel="nofollow" target="_blank">Stellar Learning (Make Your Message Sticky)</a> Choice Architecture Neuroplasticity MORE ABOUT STELLA COLLINS: <ul> <li><a href="https://www.linkedin.com/in/stellacollins/" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Evidence-Based Methodology For Improving Learning & Development 

Nathan Mielke

While Nathan Mielke was teaching a cyber security lesson in homeroom at the Hartford Union High School in Wisconsin, the school experienced a distributed denial-of-service (DDoS) attack that took them down for about a class period. While the identity of the attacker was never discovered, Nathan is fairly certain the attacks were coming from a student’s phone, or as it goes in classic American Horror films, the call was coming from inside the house…   Episodes Review with Nathan Mielke, Director of Information Technology &amp; Cyber Security Manager   Nathan Mielke joins us for this episode of the Re-Thinking the Human Factor Podcast. Nathan is from Milwaukee, Wisconsin, and he’s a Director of Information Technology &amp; Cyber Security Manager combining high-level security and systems domain administration experience with a background in leading infrastructure development, data solutions, and information risk programs. His job is to manage training, data intelligence, risk, cyber defence, and investigation activities to safeguard users, secure assets, and ensure high-level security and systems domain administration. He and his team stay updated on the latest trends in security equipment/technology to not only keep the organisation safe but also on the cutting edge.   Interestingly, Nathan began his career as a Librarian, took a turn into the IT realm, and through a series of DDos attacks and other events has brought him to where he is now.   In this episode, Nathan Mielke joins Bruce Hallas to discuss insights they’ve both picked up while listening to the previous 3 episodes of the Re-Thinking the Human Factor Podcast:   Char Sample  Jonathan Armstrong  Bennett Arron    “But ultimately, when something goes wrong, you will be judged on the thinking process that you had behind the choice that you made…”   SOME OF THE TOPICS NATHAN AND BRUCE DISCUSS IN THIS EPISODE ARE:  What is it that drew Nathan to the Human Factor, the people piece? Bennett Arron’s routine involving asking if any people in the crowd had been arrested and the lesson of timing and easing one’s audience into heavier, more difficult topics. Char Sample, culture as a vector for attack, and how Nathan incorporates that insight into his goals for increasing security awareness for the educators he works with. As was pointed out in Jonathan Armstrong’s episode, people must rehearse for what happens in the case of a security breach, and each of the involved organisational teams (i.e. Cyber, Lawyer, PR, etc) need to know how to work together in those situations to solve issues quickly and effectively. Regarding the human factor piece, do we think of awareness as being internal-facing only, or should we be considering that awareness is also about external stakeholders that may have an interest in what we’re doing? How medium to small size businesses are the ones often flying by the seat of their pants when it comes to security awareness, behaviour, and culture. The probability that people who work in a positive cultural environment are more likely not only to retain training, but also to stop, think, ask questions, and behave in a safer more thoughtful manner than those who work in negative, stressful cultural environments. Stress those who are CISOs or Security Managers experience based on tight budgets and expectations born from the false belief many organisational leaders hold that if IT and security managers are doing their jobs, nothing bad is going to happen, ever; and how that stress effects the performance of those in charge of security awareness, behaviour, and culture for an organisation. How security and awareness managers and leaders need to be sure to build and maintain trust and a positive relationship with others in their organisations in order to bolster security efforts organisation-wide.      “Your data breach is coming. Are you prepared for it?”     MORE ABOUT NATHAN MIELKE:  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

While Nathan Mielke was teaching a cyber security lesson in homeroom at the Hartford Union High School in Wisconsin, the school experienced a distributed denial-of-service (DDoS) attack that took them down for about a class period. While the identity of the attacker was never discovered, Nathan is fairly certain the attacks were coming from a student’s phone, or as it goes in classic American Horror films, the call was coming from inside the house…   Episodes Review with Nathan Mielke, Director of Information Technology &amp; Cyber Security Manager Nathan Mielke joins us for this episode of the Re-Thinking the Human Factor Podcast. Nathan is from Milwaukee, Wisconsin, and he’s a Director of Information Technology &amp; Cyber Security Manager combining high-level security and systems domain administration experience with a background in leading infrastructure development, data solutions, and information risk programs. His job is to manage training, data intelligence, risk, cyber defence, and investigation activities to safeguard users, secure assets, and ensure high-level security and systems domain administration. He and his team stay updated on the latest trends in security equipment/technology to not only keep the organisation safe but also on the cutting edge. Interestingly, Nathan began his career as a Librarian, took a turn into the IT realm, and through a series of DDos attacks and other events has brought him to where he is now. In this episode, Nathan Mielke joins Bruce Hallas to discuss insights they’ve both picked up while listening to the previous 3 episodes of the Re-Thinking the Human Factor Podcast: <ul> <li><a href="https://itunes.apple.com/us/podcast/how-cultural-values-can-be-used-in-cybersecurity-attacks/id1265263037?i=1000430324579&amp;mt=2" rel="nofollow" target="_blank"> Char Sample</a></li> <li><a href="https://itunes.apple.com/us/podcast/awareness-behaviour-legal-regulatory-requirements-jonathan/id1265263037?i=1000431283604&amp;mt=2" rel="nofollow" target="_blank"> Jonathan Armstrong</a></li> <li><a href="https://itunes.apple.com/us/podcast/using-humour-to-raise-cyber-awareness-with-bennett-arron/id1265263037?i=1000432680603&amp;mt=2" rel="nofollow" target="_blank"> Bennett Arron</a></li> </ul> “But ultimately, when something goes wrong, you will be judged on the thinking process that you had behind the choice that you made…” SOME OF THE TOPICS NATHAN AND BRUCE DISCUSS IN THIS EPISODE ARE: <ul> <li>What is it that drew Nathan to the Human Factor, the people piece?</li> <li>Bennett Arron’s routine involving asking if any people in the crowd had been arrested and the lesson of timing and easing one’s audience into heavier, more difficult topics.</li> <li>Char Sample, culture as a vector for attack, and how Nathan incorporates that insight into his goals for increasing security awareness for the educators he works with.</li> <li>As was pointed out in Jonathan Armstrong’s episode, people must rehearse for what happens in the case of a security breach, and each of the involved organisational teams (i.e. Cyber, Lawyer, PR, etc) need to know how to work together in those situations to solve issues quickly and effectively.</li> <li>Regarding the human factor piece, do we think of awareness as being internal-facing only, or should we be considering that awareness is also about external stakeholders that may have an interest in what we’re doing?</li> <li>How medium to small size businesses are the ones often flying by the seat of their pants when it comes to security awareness, behaviour, and culture.</li> <li>The probability that people who work in a positive cultural environment are more likely not only to retain training, but also to stop, think, ask questions, and behave in a safer more thoughtful manner than those who work in negative, stressful cultural environments.</li> <li>Stress those who are CISOs or Security Managers experience based on tight budgets and expectations born from the false belief many organisational leaders hold that if IT and security managers are doing their jobs, nothing bad is going to happen, ever; and how that stress effects the performance of those in charge of security awareness, behaviour, and culture for an organisation.</li> <li>How security and awareness managers and leaders need to be sure to build and maintain trust and a positive relationship with others in their organisations in order to bolster security efforts organisation-wide.</li> </ul> “Your data breach is coming. Are you prepared for it?” MORE ABOUT NATHAN MIELKE: <ul> <li><a href="https://www.linkedin.com/in/ndmielke/" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Episodes Review with Nathan Mielke, Director of Information Technology & Cyber Security Manager

Sarah Moffat

Storytelling For Better Cybersecurity, with Sarah Moffat Sarah Moffat joins us for Series 3, Episode 4 of the Re-Thinking the Human Factor Podcast. With a vast background in cybersecurity and understanding the human factor, Sarah is currently advising the Federal Government on privacy and security in Washington, D.C.  She is also a leadership and development coach, using her knowledge of psychology to inspire others, tailoring specific training to meet the personal needs of her clients. Can storytelling shape culture within the workspace towards better cybersecurity?  Let’s hear what Sarah has to say on this enlightening topic.   MORE ABOUT SARAH MOFFAT:  https://www.linkedin.com/in/sarahcmoffat/ https://www.leadingladies.co/    JOIN SARAH MOFFAT AND BRUCE HALLAS AS THEY DISCUSS:   Navigating generational influences upon the way people pick up new technology.   How storytelling can help instructional design.     Millennials have a very different security culture to baby boomers.   Creating a map as a framework to build a program to suit different attitude types. (Because realistically, what can learn from pilots and powerpoint?)   How as an industry have we seen cybersecurity education and awareness training?   Is it a good idea to have it as a stand alone piece of training?     Cyber security needs to become interwoven at every level of life, especially at work.   Security as a life skill is needed for this new tech-based environment.   How early should we all be learning cybersecurity as a culture nowadays?   Cultures are formed through a process of experience, so are we doing a good enough job developing behaviours early enough?   The importance of identifying right action, not only as cyber security professionals, but also helping those we lead to understand easily which choices are the “right” ones   Personal choice. How to cultivate a healthy reaction.     Is once a year training worthwhile in a changing security landscape?   The importance of awareness training and inspiring interest throughout the year.   Bridging the gap -    Implanting security into the overall culture of the organisation can better protect it. Branding strategy, touch points and brand equity are all important attributes of an effective awareness and behaviour campaign     How bridging the gap between the CIO and the rest of an organisation boosts security awareness and engagement.   Mistakes that can happen when creating security cultures -    The percentage of people given the responsibility for security awareness within an organisation is really high but it is another hat they wear.     Ticking boxes vs. building a new culture.   Protecting PII should be about protecting people.   Is security awareness a risky business?   Personal responsibility plays a large role in adaptation of new behaviour across culture.   Investment of time and money and/or the lack thereof, and how it influences change.   As security professionals, we must remember that doing the same thing over and over again expecting different results is insanity.   Capitalise on what we know drives human behaviour.    Telling stories costs very little, so not much risk involved, and stories have been proven to change behaviours.    DO YOU NEED SOME HELP IMPLEMENTING THE NEW STRATEGIES YOU’RE PICKING UP? SIGN UP FOR ONE OF OUR WORKSHOPS:   Re-Thinking the Human Factor – Introductory Workshop  Risk Assessment Workshop    Thanks for listening and sharing, Bruce &amp; The Re-thinking the Human Factor Podcast Team

Storytelling For Better Cybersecurity, with Sarah Moffat Sarah Moffat joins us for Series 3, Episode 4 of the Re-Thinking the Human Factor Podcast. With a vast background in cybersecurity and understanding the human factor, Sarah is currently advising the Federal Government on privacy and security in Washington, D.C.  She is also a leadership and development coach, using her knowledge of psychology to inspire others, tailoring specific training to meet the personal needs of her clients. Can storytelling shape culture within the workspace towards better cybersecurity?  Let’s hear what Sarah has to say on this enlightening topic. MORE ABOUT SARAH MOFFAT: <ul> <li><a href="https://www.linkedin.com/in/sarahcmoffat/" rel="nofollow" target="_blank">https://www.linkedin.com/in/sarahcmoffat/</a></li> <li><a href="https://www.leadingladies.co/" rel="nofollow" target="_blank">https://www.leadingladies.co/</a></li> </ul> JOIN SARAH MOFFAT AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>Navigating generational influences upon the way people pick up new technology.</li> <li> <ul> <li>How storytelling can help instructional design.</li> </ul> </li> </ul> <ul> <li>Millennials have a very different security culture to baby boomers.</li> </ul> <ul> <li>Creating a map as a framework to build a program to suit different attitude types. (Because realistically, what can learn from pilots and powerpoint?)</li> </ul> <ul> <li>How as an industry have we seen cybersecurity education and awareness training?</li> <li> <ul> <li>Is it a good idea to have it as a stand alone piece of training?</li> </ul> </li> </ul> <ul> <li>Cyber security needs to become interwoven at every level of life, especially at work.</li> </ul> <ul> <li>Security as a life skill is needed for this new tech-based environment.</li> </ul> <ul> <li>How early should we all be learning cybersecurity as a culture nowadays?</li> </ul> <ul> <li>Cultures are formed through a process of experience, so are we doing a good enough job developing behaviours early enough?</li> </ul> <ul> <li>The importance of identifying right action, not only as cyber security professionals, but also helping those we lead to understand easily which choices are the “right” ones</li> <li> <ul> <li>Personal choice. How to cultivate a healthy reaction.</li> </ul> </li> </ul> <ul> <li>Is once a year training worthwhile in a changing security landscape?</li> </ul> <ul> <li>The importance of awareness training and inspiring interest throughout the year.</li> </ul> <ul> <li>Bridging the gap - </li> <li> <ul> <li>Implanting security into the overall culture of the organisation can better protect it.</li> <li>Branding strategy, touch points and brand equity are all important attributes of an effective awareness and behaviour campaign</li> </ul> </li> </ul> <ul> <li>How bridging the gap between the CIO and the rest of an organisation boosts security awareness and engagement.</li> </ul> <ul> <li>Mistakes that can happen when creating security cultures - </li> <li> <ul> <li>The percentage of people given the responsibility for security awareness within an organisation is really high but it is another hat they wear.</li> </ul> </li> </ul> <ul> <li>Ticking boxes vs. building a new culture.</li> </ul> <ul> <li>Protecting PII should be about protecting people.</li> </ul> <ul> <li>Is security awareness a risky business?</li> </ul> <ul> <li>Personal responsibility plays a large role in adaptation of new behaviour across culture.</li> </ul> <ul> <li>Investment of time and money and/or the lack thereof, and how it influences change.</li> </ul> <ul> <li>As security professionals, we must remember that doing the same thing over and over again expecting different results is insanity.</li> </ul> <ul> <li>Capitalise on what we know drives human behaviour. </li> </ul> <ul> <li>Telling stories costs very little, so not much risk involved, and stories have been proven to change behaviours.</li> </ul> DO YOU NEED SOME HELP IMPLEMENTING THE NEW STRATEGIES YOU’RE PICKING UP? SIGN UP FOR ONE OF OUR WORKSHOPS: <ul> <li><a href="https://www.marmaladebox.com/training-courses/rhf-workshop/" rel="nofollow" target="_blank"> Re-Thinking the Human Factor – Introductory Workshop</a></li> <li><a href="https://www.marmaladebox.com/training-courses/risk-assessment-workshop/" rel="nofollow" target="_blank"> Risk Assessment Workshop</a></li> </ul> Thanks for listening and sharing, Bruce &amp; The Re-thinking the Human Factor Podcast Team

Storytelling For Better Cybersecurity, with Sarah Moffat

Todd Courtney

What children's books can teach us about changing behaviour, with Todd Courtney   Welcome to episode 24 of the Re-Thinking the Human Factor Podcast. Joining us on the show today is Todd Courtney, an author who has created a series of children’s books in partnership with his wife that are scientifically based and geared towards instilling children with healthy mindsets and positive behavioural circuitry. The catch is that behavioural patterns are almost completely solidified in the brain by the age of 7. Todd and his wife have created several children’s books with the goal of helping create balance in the minds of children. The aim is create balance between the messaging their young readers receive from their environment and personal relationships, with an inner neural network and idea landscape composed of positive affirmations and behaviours.   JOIN TODD COURTNEY AND BRUCE HALLAS AS THEY DISCUSS THE FOLLOWING:  How the Max Rhymes books help instill positive behavioural patterns in young children. Cultural differences in how one’s “truth” is understood and how that truth effects behaviour. The influence of one’s close circle of friends or family on one’s truth, and how that might relate to groups in a work environment. Studies around behavioural influence initiatives and their effectiveness necessitate long-sightedness and patience to achieve accurate metrics and positive results. Only 1 / 10 adults ever change their behavioural patterns. Change must come from within, and change imposed from without will be met with resistance. How governments and other stakeholders in the industry are trying to educate children about internet usage safety and other topics around educating children.    RESOURCES MENTIONED  How to be Idle by Tom Hodgkinson  Culture and Security with Gert Jan Hofstede (Re-Thinking the Human Factor, Episode 6)  Heather, Chase, and the Cynja Comic Series (Re-Thinking the Human Factor, Episode 2)    MORE ABOUT TODD COURTNEY:  Max Rhymes Website LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing.   Bruce &amp; The Re-thinking the Human Factor Podcast Team

What children's books can teach us about changing behaviour, with Todd Courtney Welcome to episode 24 of the Re-Thinking the Human Factor Podcast. Joining us on the show today is Todd Courtney, an author who has created a series of children’s books in partnership with his wife that are scientifically based and geared towards instilling children with healthy mindsets and positive behavioural circuitry. The catch is that behavioural patterns are almost completely solidified in the brain by the age of 7. Todd and his wife have created several children’s books with the goal of helping create balance in the minds of children. The aim is create balance between the messaging their young readers receive from their environment and personal relationships, with an inner neural network and idea landscape composed of positive affirmations and behaviours. JOIN TODD COURTNEY AND BRUCE HALLAS AS THEY DISCUSS THE FOLLOWING: <ul> <li>How the Max Rhymes books help instill positive behavioural patterns in young children.</li> <li>Cultural differences in how one’s “truth” is understood and how that truth effects behaviour.</li> <li>The influence of one’s close circle of friends or family on one’s truth, and how that might relate to groups in a work environment.</li> <li>Studies around behavioural influence initiatives and their effectiveness necessitate long-sightedness and patience to achieve accurate metrics and positive results.</li> <li>Only 1 / 10 adults ever change their behavioural patterns. Change must come from within, and change imposed from without will be met with resistance.</li> <li>How governments and other stakeholders in the industry are trying to educate children about internet usage safety and other topics around educating children.</li> </ul> RESOURCES MENTIONED <ul> <li><a href="https://www.goodreads.com/book/show/623922.How_to_Be_Idle" rel="nofollow" target="_blank">How to be Idle</a> by Tom Hodgkinson</li> <li><a href="https://itunes.apple.com/us/podcast/culture-and-security-with-gert-jan-hofstede/id1265263037?i=1000395426247&amp;mt=2" rel="nofollow" target="_blank"> Culture and Security with Gert Jan Hofstede</a> (Re-Thinking the Human Factor, Episode 6)</li> <li><a href="https://itunes.apple.com/us/podcast/how-to-elicit-positive-behavioural-change-by-engaging/id1265263037?i=1000390423064&amp;mt=2" rel="nofollow" target="_blank"> Heather, Chase, and the Cynja Comic Series</a> (Re-Thinking the Human Factor, Episode 2)</li> </ul> MORE ABOUT TODD COURTNEY: <ul> <li><a href="https://maxrhymes.com/" rel="nofollow" target="_blank">Max Rhymes Website</a></li> <li><a href="https://www.linkedin.com/in/todd-courtney-79aaa19/" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

What children's books can teach us about changing behaviour, with Todd Courtney

Understanding decision making in the workplace is almost like the holy grail. What we want is for our colleagues to make better decisions, but for this to happen we need to take a few steps back. Decision making in the workplace takes place in the context of the organisational culture. Often when we talk to people about organisational culture, they see culture as something so big that it becomes too overwhelming to think about. Instead, they prefer to take the path of least resistance, focusing on awareness and driving behaviour. However, behavioural science keeps pointing to the fact that individuals need to feel involved in policy creation if buy-in and actual behavioural change is to occur. But, won’t this take too much time? How can an organisation possibly gain buy-in from all their employees? Interestingly, the amount of interaction that people need in order to feel that they are involved is probably a lot less than you think… Individuals, Groups, Decision-Making, And Self-Regulation Susan Weinschenk joins Bruce in Series 2 / Episode 2 of the Re-Thinking The Human Factor podcast to have a deeper look into this topic. Susan has a Ph.D. in Psychology. She applies research in brain science and psychology to predict, understand, and explain what motivates people and how they behave. Her consulting includes applying behavior science to the design of websites, software, medical devices, tv ads, physical devices, presentations, experiences, and physical spaces. She is an author, teacher, mentor, and consultant to Fortune 1000 clients, government, non-profit, and start-ups. Her books include: How To Get People To Do Stuff, 100 Things Every Designer Needs to Know About People, 100 Things Every Presenter Needs to Know About People, and Neuro Web Design: What makes them click?  Susan’s specialties include Behavioural Science, Brain Science, Psychology, and User Experience.   JOIN SUSAN WEINSCHENK AND BRUCE HALLAS AS THEY DISCUSS:  The influence of individual self-stories on a person’s behaviour  Brain function and value-based, goal-directed decision-making vs. habit-based decision-making The importance of similarity in environments between the one in which a person is trained vs. the space where that person will encounter actual on-the-job issues, and how different environments can hamper training and habit-based decision-making What choice architecture is and how it relates to how you build an actual environment to bring around the behavioural outcomes you’re looking for  Whether any gains around behaviour can be made without taking into consideration the broader cultural context The power of social norms and groups to regulate behaviour The necessity of involving at least some members of strong-tie teams/communities in development of policies in order to increase buy-in and ensure wider-spread behavioural change The importance of looking at Cyber Security as if it were a product, understanding that having repeat customers of the product is the end goal Drivers of motivation behind people’s engagement with awareness campaigns, and what kind of behavioural change can be expected through gamification and rewards-style motivation    “The amount of interaction that people need in order to feel that they were involved is probably a lot less than you think…”   FURTHER STUDY AND RESEARCH  Re-thinking the Human Factor Ep 05 with Ciaran McMahon Choice Architecture Robin Dunbar (Dunbar’s Number) The IKEA Effect   MORE ABOUT SUSAN WEINSCHENK:  LinkedIn    Please subscribe to the podcast in  iTunes, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review.   Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Understanding decision making in the workplace is almost like the holy grail. What we want is for our colleagues to make better decisions, but for this to happen we need to take a few steps back. Decision making in the workplace takes place in the context of the organisational culture. Often when we talk to people about organisational culture, they see culture as something so big that it becomes too overwhelming to think about. Instead, they prefer to take the path of least resistance, focusing on awareness and driving behaviour. However, behavioural science keeps pointing to the fact that individuals need to feel involved in policy creation if buy-in and actual behavioural change is to occur. But, won’t this take too much time? How can an organisation possibly gain buy-in from all their employees? Interestingly, the amount of interaction that people need in order to feel that they are involved is probably a lot less than you think… Individuals, Groups, Decision-Making, And Self-Regulation Susan Weinschenk joins Bruce in Series 2 / Episode 2 of the Re-Thinking The Human Factor podcast to have a deeper look into this topic. Susan has a Ph.D. in Psychology. She applies research in brain science and psychology to predict, understand, and explain what motivates people and how they behave. Her consulting includes applying behavior science to the design of websites, software, medical devices, tv ads, physical devices, presentations, experiences, and physical spaces. She is an author, teacher, mentor, and consultant to Fortune 1000 clients, government, non-profit, and start-ups. Her books include: How To Get People To Do Stuff, 100 Things Every Designer Needs to Know About People, 100 Things Every Presenter Needs to Know About People, and Neuro Web Design: What makes them click?  Susan’s specialties include Behavioural Science, Brain Science, Psychology, and User Experience. JOIN SUSAN WEINSCHENK AND BRUCE HALLAS AS THEY DISCUSS: <ul> <li>The influence of individual self-stories on a person’s behaviour </li> <li>Brain function and value-based, goal-directed decision-making vs. habit-based decision-making</li> <li>The importance of similarity in environments between the one in which a person is trained vs. the space where that person will encounter actual on-the-job issues, and how different environments can hamper training and habit-based decision-making</li> <li>What choice architecture is and how it relates to how you build an actual environment to bring around the behavioural outcomes you’re looking for </li> <li>Whether any gains around behaviour can be made without taking into consideration the broader cultural context</li> <li>The power of social norms and groups to regulate behaviour</li> <li>The necessity of involving at least some members of strong-tie teams/communities in development of policies in order to increase buy-in and ensure wider-spread behavioural change</li> <li>The importance of looking at Cyber Security as if it were a product, understanding that having repeat customers of the product is the end goal</li> <li>Drivers of motivation behind people’s engagement with awareness campaigns, and what kind of behavioural change can be expected through gamification and rewards-style motivation</li> </ul> “The amount of interaction that people need in order to feel that they were involved is probably a lot less than you think…” FURTHER STUDY AND RESEARCH <a href="https://itunes.apple.com/us/podcast/how-advancements-in-technology-have-impacted-peoples/id1265263037?i=1000392964735&amp;mt=2" rel="nofollow" target="_blank"> Re-thinking the Human Factor Ep 05 with Ciaran McMahon</a> Choice Architecture <a href="https://en.wikipedia.org/wiki/Dunbar%27s_number" rel="nofollow" target="_blank">Robin Dunbar</a> (Dunbar’s Number) <a href="https://www.youtube.com/watch?v=jkaWYKlnli0" rel="nofollow" target="_blank">The IKEA Effect</a> MORE ABOUT SUSAN WEINSCHENK: <ul> <li><a href="https://www.linkedin.com/in/susanweinschenk/" rel="nofollow" target="_blank">LinkedIn</a></li> </ul> Please subscribe to the podcast in <a href="https://itunes.apple.com/us/podcast/re-thinking-the-human-factor/id1265263037?mt=2" rel="nofollow" target="_blank"> iTunes</a>, and if you enjoyed this interview, please share with your friends and colleagues and leave a 5 star rating and review. Thanks for listening and sharing. Bruce &amp; The Re-thinking the Human Factor Podcast Team

Decision-making and behavioural change

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