Insider threats—security risks posed by people from within an organization—accounted for 37 percent of the $57 million in losses to fraud last year. Employees maliciously stealing information or carelessly handling sensitive information is a serious issue in a variety of industries, government agencies, and other organizations.
Syracuse Ph.D. Shuayan Mary Ho seeks to understand this phenomenon and describe trustworthiness in a way that can be quantified.
Syracuse Ph.D. Shuayan Mary Ho seeks to understand this phenomenon and describe trustworthiness in a way that can be quantified.
Unfortunately, no company is willing to open itself up to share this type of data so Ho created her own environment to study this behavior.
Using student volunteers, she created a game within the Syracuse iSchool learning management system that tested the students’ perceptions of the trustworthiness of their team leader. The leader of each team had an extra 200 imaginary cash (MerryBux), and the game involved whether the leader shared the money or pocketed it.
A mole was planted to influence the teams’ behaviors, including wearing away people’s suspicions of their leader to see if they follow a predictive model. They did.
Leaders who showed an inconsistency between words and behavior received low scores from team members on trustworthiness. Over the course of the five-day scenario, some team members started planning to stage uprisings and oust the team leader.
Ho hopes to expand on this study and apply to other environments.
Using student volunteers, she created a game within the Syracuse iSchool learning management system that tested the students’ perceptions of the trustworthiness of their team leader. The leader of each team had an extra 200 imaginary cash (MerryBux), and the game involved whether the leader shared the money or pocketed it.
A mole was planted to influence the teams’ behaviors, including wearing away people’s suspicions of their leader to see if they follow a predictive model. They did.
Leaders who showed an inconsistency between words and behavior received low scores from team members on trustworthiness. Over the course of the five-day scenario, some team members started planning to stage uprisings and oust the team leader.
Ho hopes to expand on this study and apply to other environments.
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