It Takes a Village: Effective Collaboration in Security
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This document discusses effective collaboration in security. It emphasizes understanding colleagues' behaviors and communication styles using tools like DiSC. It also discusses how to influence choices through nudges by structuring options, using defaults, feedback and simplifying complex decisions. The goal is to improve collaboration by triggering intuitive thinking and engaging more reflective thinking. Resources on behavioral economics, decision architecture and cognitive biases are also provided.
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It Takes a Village: Effective Collaboration in Security
- 1. It Takes a Village Effective Collaboration in Security
- 2. Overview • Why Does This Matter • Understanding Your Colleagues • Becoming a Choice Architect • Collaborating More Effectively
- 3. About …
- 4. About Me
- 14. Expectations of Me • I’m Not an Expert • This is Not Comprehensive • I enjoy Audience Participation
- 16. Expectations of You • Other people are Not all Like You • Be Open to Think Differently
- 17. About Leadership
- 18. “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” - John Quincy Adams
- 19. “The most important thing in communication is hearing what isn't said.” - Peter Drucker
- 20. “Communication is what the listener does.” - Mark Horstman
- 21. It isn’t About
- 22. It isn’t About • Your role • Your thoughts • Acting alone
- 23. It is About
- 24. It is About • Your actions • Taking initiative • Working with others
- 25. Lead In Place
- 26. Why Does This Matter Understanding Your Colleagues Becoming a Choice Architect Collaborating More Effectively
- 27. Why • We all (have to) work With People • Everyone can use This • NO -> coerce and mandate • YES -> influence and lead
- 29. Intuition
- 30. 3 Quick Tests
- 31. A bat and a ball cost $1.10 in total. The bat costs $1.00 more than the ball. How much does the ball cost?
- 32. 10¢
- 33. 5¢
- 34. If it takes five machines five minutes to make five widgets… How many minutes would it take 100 machines to make 100 widgets?
- 35. 100 min
- 36. 5 min
- 37. In a lake, there is a patch of lily pads. Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake… How many days would it take for the patch to cover half the lake?
- 38. 24 days
- 39. 47 days
- 40. 3 Quick Tests
- 42. Thinking… Fast and Slow • Daniel Kahneman / Richard Thaler • System 1 vs System 2 • Intuitive vs Reflective
- 43. System 1 • Automatic • Instinctive • Emotional • Concrete, Immediate Payoffs
- 44. System 2 • Slow • Logical • Deliberate • Requires Cognitive Effort
- 46. Behavior
- 47. A Typical Email
- 48. From a Project Manager • Terse • Blunt • Demanding
- 49. I’m in Trouble
- 50. From a Marketing Director • Enthusiastic • Optimistic • Unclear
- 51. I’m Confused
- 52. From a Developer • Thorough • Objective • Uncompromising
- 53. I’m Overwhelmed
- 54. A Typical Email
- 56. Why Does This Matter Understanding Your Colleagues Becoming a Choice Architect Collaborating More Effectively
- 58. Understand Behavior • DiSC is an instrument • Behavioral styles are not personalities • Helpful in deciphering communication (written and spoken)
- 60. DiSC Dominance
- 61. Dominance • Emphasis on accomplishing results, the bottom line, confidence • Sees the big picture • Can be blunt • Accepts challenges • Gets straight to the point
- 62. DiSC Influence
- 63. Influence • Emphasis on influencing or persuading others, openness, relationships • Shows enthusiasm • Is optimistic • Likes to collaborate • Dislikes being ignored
- 64. DiSC Steadiness
- 65. Steadiness • Emphasis on cooperation, sincerity, dependability • Doesn't like to be rushed • Calm manner • Calm approach • Supportive actions
- 67. Conscientiousness • Emphasis on quality and accuracy, expertise, competency • Enjoys independence • Objective reasoning • Wants the details • Fears being wrong
- 68. Why Does This Matter Understanding Your Colleagues Becoming a Choice Architect Collaborating More Effectively
- 69. Brief History
- 70. Brief History • Behavioral economics • Kahneman & Teverski • Thaler & Sunstein
- 71. Nudges
- 72. Nudges • iNcentives • People have to feel they are getting something for their choice • Understand mappings • You have to understand how they see things • Defaults • Make sure the ‘do nothing’ route is one of the best
- 73. Nudges • Give feedback • Investigate the rejected options, and experiment with them • Expect error • Humans make mistakes, so well-designed systems allow for this • Structure complex choices • If it’s difficult, break it down into easier chunks
- 76. Define the Problem • Behavioral economics is most effective when: • Human behavior is at the core of the problem • People are not acting in their own best interests • The problem can be narrowly defined
- 78. Diagnose Underlying Causes • Poor decision-making has 2 main causes • Insufficient Motivation • Failure to take any action at all • Cognitive Bias • Systematic errors in the decision-making process
- 80. Design the Solution • Improve people’s decisions • Carefully structure how information and options are presented • Nudge employees in a certain direction • Without taking away their freedom
- 81. Trigger System 1 • Arouse emotions • Harness bias • Simplify process
- 82. Engage System 2 • Use joint evaluations • Create opportunities for reflection • Increase accountability • Introduce reminders and planning prompts
- 83. Why Does This Matter Understanding Your Colleagues Becoming a Choice Architect Collaborating More Effectively
- 85. Resources
- 86. @pjbeyer
- 87. Behavior
- 88. Behavior Resources • Mark Horstman & Mike Auzenne • “Manager Tools” (podcast with detailed notes) • @mahorstman @mauzenne http:// www.manager-tools.com/ • Harvard Business Review • https://hbr.org/
- 89. Thinking
- 90. Thinking Resources • HBR Article: “Leaders as Decision Architects” • https://hbr.org/2015/05/leaders-as-decision-architects • Daniel Kahneman • “Thinking, Fast and Slow” • http://en.wikipedia.org/wiki/Daniel_Kahneman • Richard Thaler • “Nudge” • https://en.wikipedia.org/wiki/Richard_Thaler
- 91. This work is licensed under a Creative Commons Attribution-NonCommercial- ShareAlike 4.0 International License http://creativecommons.org/licenses/by-nc-sa/4.0/