What does security culture look like for small organizations?

The human component is a significant factor in information security, with a large numbers of breaches occurring due to unintentional user error. Technical solutions can only protect information so far and thus the human aspect of security has become a major focus for discussion. Therefore, it is important for organisations to create a security conscious culture. However, currently there is no established representation of security culture from which to assess how it can be manoeuvred to improve the overall information security of an organization. This is of particular importance for small organizations who lack the resources in information security and for whom the culture of the organization exerts a strong influence. A review of multiple definitions and descriptions of security culture was made to assess and analyse the drivers and influences that exist for security culture in small organizations. An initial representation of the factors that should drive security culture, together with those that should only influence it, was constructed. At a fundamental level these drivers are related to a formulated response to security issues rather than a reaction to it, and should reflect the responsibility allocated in a secure environment. In contrast, the influences on security culture can be grouped by communities of practice, individual awareness and organizational management. The encapsulation of potential driving and influencing factors couched in information security terms rather than behavioural science terms, will allow security researchers to investigate how a security culture can be fostered to improve information security in small organizations

Cheetah mothers' vigilance: looking out for prey or for predators?

Free-living cheetah ( Acinonyx jubatus ) cubs are killed by a number of predators, thus vigilance in cheetah mothers may be a form of anti-predator behaviour as well as a means of locating prey. Mothers' vigilance during the day was closely associated with measures of hunting but not with measures of anti-predator behaviour. In contrast, mothers' vigilance at kills was not related to hunting but was related to anti-predator behaviour. Both forms of vigilance decreased as cubs grew older. Vigilance during the day increased with litter size which supports a model of ‘shared’ parental investment (Lazarus and Inglis 1986) because after prey had been located and caught by mothers, cubs shared the prey between them. Vigilance at kills did not increase with litter size when cubs were young; in these situations predators stole cheetahs' prey and rarely chased cubs so, at most, only a single cub would be taken. Mothers' anti-predator behaviour away from kills did increase with litter size at young cub ages however; more cubs are killed in these circumstances the greater is the size of the litter. When cubs were older and could outrun predators, neither vigilance at kills nor anti-predator behaviour increased with litter size. These results strongly support two models of ‘unshared’ investment (Lazarus and Inglis 1986) and demonstrate, not only that superficially similar behaviour has different functions in different contexts, but that parental investment is shaped by the type of benefits accrued from it.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/46879/1/265_2004_Article_BF00300681.pd

Transforming knowledge systems for life on Earth : Visions of future systems and how to get there

Formalised knowledge systems, including universities and research institutes, are important for contemporary societies. They are, however, also arguably failing humanity when their impact is measured against the level of progress being made in stimulating the societal changes needed to address challenges like climate change. In this research we used a novel futures-oriented and participatory approach that asked what future envisioned knowledge systems might need to look like and how we might get there. Findings suggest that envisioned future systems will need to be much more collaborative, open, diverse, egalitarian, and able to work with values and systemic issues. They will also need to go beyond producing knowledge about our world to generating wisdom about how to act within it. To get to envisioned systems we will need to rapidly scale methodological innovations, connect innovators, and creatively accelerate learning about working with intractable challenges. We will also need to create new funding schemes, a global knowledge commons, and challenge deeply held assumptions. To genuinely be a creative force in supporting longevity of human and non-human life on our planet, the shift in knowledge systems will probably need to be at the scale of the enlightenment and speed of the scientific and technological revolution accompanying the second World War. This will require bold and strategic action from governments, scientists, civic society and sustained transformational intent.Peer reviewe