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打扰了:安全文化心理学.pdf

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1、Pardon the Disruption:The Psychology of Security CultureMolly McLain Sterling|Dr.Bob Hausmann|Katie OstromProofpointof change initiatives fail because they overlook human behavior.123PARDONTHEDISRUPTIONThe Playbook(s)Thinking Fast and SlowDaniel Kahneman The Fearless OrganizationAmy C.EdmondsonSwitc

2、hChip&Dan HeathInfluenceRobert CialdiniCarrot and StickIan AyresCarrots and Sticks Dont WorkPaul MarcianoNudgeRichard Thaler&Cass SunsteinDriveDaniel PinkTiny HabitsBJ Fogg1Carrots or Sticksor Relationships?2Train the Brain:Fast vs.Slow3Nudge It or Train It4Change is _!5Face Off:Starting or Sticking

3、 With It?6Are Rewards a Motivation Killer?7Best Behavior Model Who Ya Got?860-Second SoapboxTHE LINEUPShould behavior change rely on rewards and punishments,or focus on relationships and intrinsic motivation?TIMES UP!1:002:003:004:001Carrots or Sticksor Relationships?2Train the Brain:Fast vs.Slow3Nu

4、dge It or Train It4Change is _!5Face Off:Starting or Sticking With It?6Are Rewards a Motivation Killer?7Best Behavior Model Who Ya Got?860-Second SoapboxTHE LINEUPShould we train people to act automatically with System 1,or slow down and thinkwith System 2?TIMES UP!1:002:003:004:00Should we train pe

5、ople to act automatically with System 1,or slow down and think with System 2?1Carrots or Sticksor Relationships?2Train the Brain:Fast vs.Slow3Nudge It or Train It4Change is _!5Face Off:Starting or Sticking With It?6Are Rewards a Motivation Killer?7Best Behavior Model Who Ya Got?860-Second SoapboxTHE

6、 LINEUPWhen it comes to security behavior,what should we nudge,and what needsformal training?TIMES UP!1:002:003:004:001Carrots or Sticksor Relationships?2Train the Brain:Fast vs.Slow3Nudge It or Train It4Change is _!5Face Off:Starting or Sticking With It?6Are Rewards a Motivation Killer?7Best Behavi

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全文主要探讨了安全文化变革中人类行为的重要性,以及如何有效推动和维持变革。以下是关键点: 1. 变革失败的原因:忽视人类行为(Proofpoint数据)。 2. 引用书籍:《思考,快与慢》、《无畏的组织》、《切换》、《影响力》、《胡萝卜加大棒》、《胡萝卜与sticks不工作》、《助推》、《驱动》、《微习惯》。 3. 行为改变策略:奖励与惩罚、关系与内在动机、系统1与系统2思考、助推与培训、改变的本质、持续性与动机。 4. 变革失败的感觉:不愉快(未提及具体数据)。 5. 领导力建议:以“为什么”为出发点、使用培训使特定行动自动化、设置默认值以匹配政策、透明沟通、建立“微小习惯”、使用RESPECT模型驱动内在动机。 6. 强调:警惕性不是策略,单靠助推无法拯救,需要综合方法。
"行为改变,胡萝卜还是大棒?" "系统1还是系统2?谁才是行为塑造者?" "改变之路上,激励失效了怎么办?"
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