Safety culture relies on a balance of technical knowledge and understanding of human behavior

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Imagine a seesaw with a fulcrum in the middle. On one side sits a technical safety specialist. On the other, a person with strong skills in changing people's behavior and engaging them in solving social problems. To keep the seesaw from tipping over to one side, both people must have equal experience, or one of them must move closer to the center and thus achieve the desired balance. If one level of experience is too clearly outweighed by the other, it is impossible to achieve the right balance of abilities.

An important issue is the frequent misunderstanding of the role of safety culture specialists.

Building a security culture, at its most basic level, is the act of uae whatsapp data technical security knowledge to programs and activities to raise awareness (and reduce risky behavior) among the people in the organization. This includes everything from phishing and password testing programs to collaborative outreach to savvy individuals who teach users with little security awareness how to change their behavior to better protect their workplace or their company.

It has long been said that security is a pain, and for years cybersecurity professionals have had to not only try to create a secure infrastructure that protects an organization from external attacks, but also deal with the human side of security risks (“patch your systems,” “change your passwords,” “that email is not from who it says it is”). While there is a real risk of insider threats, and there may be malicious people among the workforce, there is just as much risk that comes from human error, whether it is a lost device, clicking on a malicious link, or sending an important file to an unknown recipient.