英文原文
Harnessing Ego to Strengthen Cybersecurity Culture - Keepnet
Ego is a powerful motivator in cybersecurity. Learn how to leverage behavioral science to align employees’ natural motivations with security goals, driving engagement, reducing risks, and fostering a security-first culture through ego-driven strategies.
According to the 2024 Data Breach Investigations Report by Ventures, 68% of breaches involved human error. Even with strong security technologies, hackers take advantage of human psychology—like overconfidence and the need for social approval—to trick employees into making mistakes. One key factor that shapes these behaviors is ego. If organizations understand how ego influences decision-making, they can build Security Behavior and Culture Programs (SBCP) that help employees make safer choices and reduce security risks.
In this blog, we’ll explore how ego affects cybersecurity, why it impacts employee decisions, and how companies can use it to improve security awareness programs.
What Is Ego and Why Does It Matter in Security?
Ego affects how people assess their own skills and make decisions. It shapes their confidence, willingness to learn, and response to feedback. In cybersecurity, understanding ego can help organizations shape security behaviors and create a culture where employees are motivated to follow best practices.
Understanding Ego
In psychology, ego is the part of the mind that balances personal desires, rational thinking, and social expectations. It shapes how individuals see themselves, their abilities, and their need for recognition.
Ego in the Workplace
At work, ego drives competitiveness, recognition-seeking, and the desire to feel valued. These traits influence how employees respond to cybersecurity measures.
Ego’s Impact on Cybersecurity
Ego influences security behavior in several ways:
Overconfidence – Employees may resist security training, believing they are already knowledgeable. Tversky & Kahneman's (1979) research on decision-making and risk perception introduced the overconfidence bias, where individuals overestimate their abilities. This cognitive bias makes employees dismiss cybersecurity risks or assume they won’t fall for attacks (Tversky & Kahneman, 1979).
Motivation for Competence – Employees are more likely to adopt secure behaviors when they feel a sense of achievement and mastery. Ryan & Deci's (2000) Self-Determination Theory (SDT) explains that people are naturally motivated by competence, autonomy, and social belonging. Organizations can use this to encourage cybersecurity engagement by framing security practices as opportunities for skill mastery and recognition (Ryan & Deci, 2000).
Fear of Judgment – Employees may avoid reporting security mistakes for fear of embarrassment or punishment. James Reason's (1990) research on human error and organizational culture highlights how a blame-based environment discourages individuals from admitting mistakes. In cybersecurity, this leads to employees failing to report incidents like phishing clicks or data mishandling (Reason, 1990).
Scientific Methods to Define and Leverage Ego
1. Defining Ego in the Workplace
To improve cybersecurity behavior, organizations need to understand how ego shapes decision-making. Several psychological frameworks explain its impact on security awareness and compliance.
* Freudian Theory – The ego balances personal desires (id) and workplace rules (superego), influencing how employees react to security policies (Freud, 1923)., * Self-Determination Theory (SDT) – Employees are more engaged in security training when they feel competent and recognized (Ryan & Deci, 2000)., * Behavioral Economics – Overconfidence bias makes employees believe they won’t fall for phishing attacks, while fear of losing familiar habits makes them resist security changes (Kahneman & Tversky, 1979).,
* Self-Assessment Surveys – Tools to measure employees’ confidence, need for recognition, and openness to feedback (Hinkin, 1998)., * Behavioral Observations – Tracking training participation, security incident reporting, and resistance to feedback helps identify ego-driven behaviors. Fear of blame discourages reporting mistakes, so creating a supportive and blame-free security culture is essential (Reason, 1990).,
By measuring and leveraging ego, organizations can align security initiatives with employees’ motivations, leading to stronger security engagement.
2. Leveraging Ego to Drive Secure Behaviors
Organizations can use behavioral science principles to align security initiatives with employees' natural motivations. By appealing to the ego in positive ways, security behaviors become more engaging and rewarding.
A. Reward Secure Actions (Positive Reinforcement)
* Concept: Recognizing and rewarding secure behaviors strengthens employees' sense of achievement. (Skinner, 1953)., * Example: Publicly acknowledge employees who report phishing attempts or complete training., * Actionable Tip: Feature top performers in company newsletters or internal platforms with messages like, “Jane’s quick thinking stopped a phishing attempt—great job, Jane!”,
B. Use Confidence-Based Messaging (Framing Effects)
* Concept: Frame security behaviors as signs of expertise and professionalism rather than fear-based warnings. (Tversky & Kahneman, 1981)., * Example: Instead of saying, “Don’t fall for phishing,” use “Spotting phishing emails shows your cybersecurity skills!”,
C. Encourage Social Influence (Social Proof)
* Concept: Employees are more likely to follow security practices when they see their peers doing the same., * Example: Highlight participation rates, such as “90% of employees completed security training—join the majority in keeping our organization safe.”,
D. Add Competition and Fun (Gamification & Leaderboards)
* Concept: Use competition and recognition to motivate secure behaviors., * Example: Create a leaderboard for phishing simulations or security training with titles like “Top 10 Cyber Heroes of the Month” and offer rewards such as certificates or small prizes,
E. Personalize Security Messages
* Concept: Tailor security messages to employees' roles and responsibilities to make them more relevant., * Example: For sales teams: “As a key member handling sensitive client data, your secure behavior protects our customers’ trust.”,
Ego-driven motivators make security practices more engaging, boosting employee recognition, confidence, and responsibility for protecting company data.
How Ego-Driven Strategies Improve Security Engagement: Examples
To see how ego-driven strategies can encourage secure behaviors, let’s walk through some illustrative workplace examples:
1. Recognizing Achievements: Making Security a Status Symbol
Let’s imagine Sarah, a project manager at a growing tech company. One morning, she receives an email that looks like an urgent request from the CFO to approve a wire transfer. Instead of rushing to process it, she trusts her instincts and reports the email as suspicious.
Later that day, the company’s security team posts on the internal platform:
“Huge thanks to Sarah for spotting a phishing attempt today! Her quick thinking protected company funds. Well done!”
Sarah feels valued for her vigilance, and her peers are encouraged to stay alert, knowing that reporting threats can earn them recognition too.
2. Gamification with Leaderboards: Turning Security into a Friendly Competition
Now, picture John, a competitive sales executive who thrives on challenges. To boost security awareness, the company launches a cybersecurity leaderboard where employees earn points for actions like reporting phishing emails, completing security challenges, and passing training quizzes.
Leaderboard Update: John is in the top 5 for phishing detection this month. Who’s next to climb the ranks?
A small reward—like a digital badge, a coffee voucher, or priority parking—keeps employees engaged, making security a game rather than an obligation.
3. Framing Expertise: Positioning Security as a Leadership Skill
Karen, a senior HR manager, skips security training, assuming it’s only necessary for entry-level employees. Instead of forcing participation, the company reframes the training to highlight its strategic value:
“Karen, as someone who handles sensitive employee data, your role is crucial in preventing cyber threats. This advanced session is tailored for leaders like you to refine your security skills.”
Now, Karen sees security training as part of her leadership responsibilities, making her more likely to engage.
Key Takeaway
These examples show how aligning security initiatives with employees’ desire for recognition, competition, and expertise can make cybersecurity more engaging, rewarding, and naturally integrated into daily work.
Measuring the Success of Ego-Driven Security Strategies
To ensure ego-driven interventions improve security behaviors, organizations must track their impact and refine their approach.
1. Define Success Metrics
Behavioral: Track phishing reports and security training completion rates.
Cultural: Use engagement surveys to measure employee motivation and perception of security behaviors.
2. A/B Testing for Optimization
A/B testing helps organizations compare security strategies to see what works best. For example:
* Public Recognition vs. Private Rewards – Does public praise encourage more participation than private incentives?, * Gamification vs. Traditional Training – Research shows competition boosts engagement and learning retention (Deterding et al., 2011), but A/B testing can confirm its effectiveness in your organization.,
By measuring employee responses, organizations can make data-driven decisions to optimize security engagement.
3. Analyze & Improve
* Use analytics to track participation trends and link behavior changes to interventions., * Gather employee feedback to refine strategies for better engagement,
By continuously evaluating and adjusting strategies, organizations can create a security culture where recognition and motivation drive secure behaviors.
For a deeper dive into creating a security-conscious corporate culture, check out Building a Security-Conscious Corporate Culture: A Roadmap for Success.
Empowering Security Through Ego-Driven Strategies
Ego is a powerful force that, when used correctly, can motivate employees to adopt secure behaviors and build a strong security culture. By applying behavioral science principles, organizations can shape their Security Behavior and Culture Programs into initiatives that not only reduce cyber risks but also make employees feel valued and engaged.
This approach isn’t about manipulation—it’s about aligning employees’ natural motivations with security goals. When people feel recognized, appreciated, and empowered, secure behavior becomes second nature, helping create a workforce that actively protects against cyber threats.
Check out the Keepnet Human Risk Management Platform to see how you can build your Security Behavior and Culture Programs through ego-driven strategies.
中文翻译
利用自我状态强化网络安全文化 - Keepnet
自我状态是网络安全中的强大动力。学习如何利用行为科学将员工的自然动机与安全目标对齐，通过自我驱动策略推动参与、降低风险并培养安全优先的文化。
根据Ventures的2024年数据泄露调查报告，68%的泄露涉及人为错误。即使拥有强大的安全技术，黑客也会利用人类心理——如过度自信和社交认可需求——来诱使员工犯错。塑造这些行为的一个关键因素是自我状态。如果组织理解自我状态如何影响决策，他们可以建立安全行为与文化计划（SBCP），帮助员工做出更安全的选择并降低安全风险。
在本博客中，我们将探讨自我状态如何影响网络安全，为什么它影响员工决策，以及公司如何利用它来改进安全意识计划。
什么是自我状态？为什么它在安全中重要？
自我状态影响人们评估自身技能和做出决策的方式。它塑造了他们的信心、学习意愿和对反馈的回应。在网络安全中，理解自我状态可以帮助组织塑造安全行为，并创建一种文化，让员工有动力遵循最佳实践。
理解自我状态
在心理学中，自我状态是平衡个人欲望、理性思维和社会期望的心理部分。它塑造了个体如何看待自己、他们的能力以及他们对认可的需求。
工作场所中的自我状态
在工作中，自我状态驱动竞争性、寻求认可和渴望被重视。这些特质影响员工对网络安全措施的反应。
自我状态对网络安全的影响
自我状态以多种方式影响安全行为：
过度自信 – 员工可能抵制安全培训，认为自己已经知识渊博。Tversky & Kahneman（1979）关于决策和风险感知的研究引入了过度自信偏见，即个体高估自己的能力。这种认知偏见使员工忽视网络安全风险或认为自己不会受到攻击（Tversky & Kahneman，1979）。
能力动机 – 当员工感到成就感和掌握感时，他们更可能采用安全行为。Ryan & Deci（2000）的自我决定理论（SDT）解释说，人们自然受到能力、自主性和社会归属感的激励。组织可以利用这一点，通过将安全实践框架为技能掌握和认可的机会来鼓励网络安全参与（Ryan & Deci，2000）。
害怕评判 – 员工可能因害怕尴尬或惩罚而避免报告安全错误。James Reason（1990）关于人为错误和组织文化的研究强调了基于责备的环境如何阻止个体承认错误。在网络安全中，这导致员工未能报告如钓鱼点击或数据误处理等事件（Reason，1990）。
定义和利用自我状态的科学方法
1. 定义工作场所中的自我状态
为了改进网络安全行为，组织需要理解自我状态如何塑造决策。几种心理学框架解释了其对安全意识和合规性的影响。
* 弗洛伊德理论 – 自我状态平衡个人欲望（本我）和工作场所规则（超我），影响员工对安全政策的反应（Freud，1923）。, * 自我决定理论（SDT） – 当员工感到有能力并被认可时，他们更投入安全培训（Ryan & Deci，2000）。, * 行为经济学 – 过度自信偏见使员工相信自己不会受到钓鱼攻击，而对失去熟悉习惯的恐惧使他们抵制安全变化（Kahneman & Tversky，1979）。,
* 自我评估调查 – 测量员工信心、认可需求和反馈开放性的工具（Hinkin，1998）。, * 行为观察 – 跟踪培训参与、安全事件报告和对反馈的抵制有助于识别自我驱动行为。害怕责备会阻止报告错误，因此创建支持性和无责备的安全文化至关重要（Reason，1990）。,
通过测量和利用自我状态，组织可以将安全倡议与员工的动机对齐，从而增强安全参与。
2. 利用自我状态驱动安全行为
组织可以使用行为科学原则将安全倡议与员工的自然动机对齐。通过以积极方式吸引自我状态，安全行为变得更加吸引人和有回报。
A. 奖励安全行动（积极强化）
* 概念：认可和奖励安全行为增强了员工的成就感。（Skinner，1953）。, * 示例：公开表彰报告钓鱼尝试或完成培训的员工。, * 可操作提示：在公司通讯或内部平台上突出表现最佳者，并附上消息，如“Jane的快速思维阻止了一次钓鱼尝试——干得好，Jane！”,
B. 使用基于信心的消息传递（框架效应）
* 概念：将安全行为框架为专业知识和专业性的标志，而不是基于恐惧的警告。（Tversky & Kahneman，1981）。, * 示例：与其说“不要落入钓鱼陷阱”，不如说“发现钓鱼邮件展示了你的网络安全技能！”,
C. 鼓励社会影响（社会证明）
* 概念：当员工看到同事做同样的事情时，他们更可能遵循安全实践。, * 示例：突出参与率，如“90%的员工完成了安全培训——加入大多数，共同保护我们的组织安全。”,
D. 添加竞争和乐趣（游戏化与排行榜）
* 概念：使用竞争和认可来激励安全行为。, * 示例：为钓鱼模拟或安全培训创建排行榜，标题如“本月十大网络英雄”，并提供证书或小奖品等奖励,
E. 个性化安全消息
* 概念：根据员工的角色和职责定制安全消息，使其更具相关性。, * 示例：对于销售团队：“作为处理敏感客户数据的关键成员，你的安全行为保护了我们客户的信任。”,
自我驱动的激励因素使安全实践更具吸引力，提升了员工的认可感、信心和保护公司数据的责任感。
自我驱动策略如何改进安全参与：示例
为了了解自我驱动策略如何鼓励安全行为，让我们通过一些工作场所示例来探讨：
1. 认可成就：使安全成为地位象征
想象一下Sarah，一家成长中的科技公司的项目经理。一天早上，她收到一封看起来像CFO紧急请求批准电汇的电子邮件。她没有急于处理，而是相信自己的直觉，将电子邮件报告为可疑。
当天晚些时候，公司的安全团队在内部平台上发布：
“非常感谢Sarah今天发现了一次钓鱼尝试！她的快速思维保护了公司资金。干得好！”
Sarah因她的警惕而感到被重视，她的同事也受到鼓励保持警觉，知道报告威胁也能获得认可。
2. 游戏化与排行榜：将安全转变为友好竞争
现在，想象John，一位竞争性的销售主管，喜欢挑战。为了提升安全意识，公司推出了网络安全排行榜，员工通过报告钓鱼邮件、完成安全挑战和通过培训测验等行动获得积分。
排行榜更新：John本月在钓鱼检测方面排名前5。谁将是下一个攀升排名的人？
一个小奖励——如数字徽章、咖啡券或优先停车权——让员工保持参与，使安全成为一种游戏而不是义务。
3. 框架专业知识：将安全定位为领导技能
Karen，一位高级人力资源经理，跳过安全培训，认为它只对入门级员工必要。公司没有强制参与，而是重新框架培训以突出其战略价值：
“Karen，作为处理敏感员工数据的人，你的角色在预防网络威胁中至关重要。这个高级课程专为你这样的领导者设计，以完善你的安全技能。”
现在，Karen将安全培训视为她领导责任的一部分，使她更可能参与。
关键要点
这些示例展示了如何将安全倡议与员工对认可、竞争和专业知识的渴望对齐，可以使网络安全更具吸引力、有回报并自然融入日常工作。
测量自我驱动安全策略的成功
为了确保自我驱动干预改进安全行为，组织必须跟踪其影响并完善其方法。
1. 定义成功指标
行为：跟踪钓鱼报告和安全培训完成率。
文化：使用参与度调查测量员工动机和对安全行为的感知。
2. A/B测试优化
A/B测试帮助组织比较安全策略以了解什么最有效。例如：
* 公开认可 vs. 私人奖励 – 公开表扬是否比私人激励鼓励更多参与？, * 游戏化 vs. 传统培训 – 研究表明竞争提升了参与度和学习保留（Deterding等人，2011），但A/B测试可以确认其在您组织中的有效性。,
通过测量员工反应，组织可以做出数据驱动的决策以优化安全参与。
3. 分析与改进
* 使用分析跟踪参与趋势并将行为变化与干预联系起来。, * 收集员工反馈以完善策略以获得更好的参与度,
通过持续评估和调整策略，组织可以创建一种安全文化，其中认可和动机驱动安全行为。
要深入了解创建安全意识的公司文化，请查看《构建安全意识的公司文化：成功路线图》。
通过自我驱动策略赋能安全
自我状态是一种强大的力量，当正确使用时，可以激励员工采用安全行为并建立强大的安全文化。通过应用行为科学原则，组织可以将他们的安全行为与文化计划塑造成不仅降低网络风险而且让员工感到被重视和参与的倡议。
这种方法不是关于操纵——而是关于将员工的自然动机与安全目标对齐。当人们感到被认可、被欣赏和被赋能时，安全行为成为第二天性，帮助创建积极保护免受网络威胁的劳动力。
查看Keepnet人类风险管理平台，了解如何通过自我驱动策略构建您的安全行为与文化计划。
文章概要
本文探讨了如何利用自我状态（ego）来强化网络安全文化，基于行为科学方法。文章指出，68%的数据泄露涉及人为错误，而自我状态是影响员工安全行为的关键因素，包括过度自信、能力动机和害怕评判。通过心理学理论如弗洛伊德理论、自我决定理论和行为经济学，组织可以定义和测量自我状态在工作场所的影响。文章提出了五种自我驱动策略来激励安全行为：奖励安全行动、使用基于信心的消息传递、鼓励社会影响、添加竞争和乐趣（游戏化）以及个性化安全消息。通过示例如认可成就、游戏化排行榜和框架专业知识，展示了这些策略如何提升员工参与度。最后，文章强调了测量成功指标（如钓鱼报告率和培训完成率）和A/B测试的重要性，以优化安全文化。整体上，文章主张通过将员工的自然动机与安全目标对齐，构建一个安全优先的文化，减少网络风险并增强员工价值感。
高德明老师的评价
用12岁初中生可以听懂的语音来重复翻译的内容
这篇文章讲的是，在网络安全中，我们每个人心里都有一个“自我状态”，它就像我们的小助手，帮助我们做决定。有时候，这个自我状态会让我们太自信，觉得自己不会上当受骗，或者害怕被批评而不敢报告错误。文章说，公司可以用一些好玩的方法，比如表扬做得好的人、把安全行为变成游戏比赛，或者根据每个人的工作特点来提醒他们注意安全，这样大家就更愿意保护公司的电脑和数据了。通过这样做，网络安全不再是枯燥的任务，而是大家喜欢参与的事情，能减少很多网络攻击的风险。
TA沟通分析心理学理论评价
从TA沟通分析心理学理论来看，这篇文章深入探讨了成人自我状态（Adult ego state）在网络安全实践中的应用。成人自我状态代表理性、客观和问题解决的部分，在本文中体现为员工如何基于事实和逻辑做出安全决策。文章强调了过度自信（可能源于父母自我状态或儿童自我状态的干扰）如何削弱成人自我状态的功能，导致安全风险。通过行为科学策略，如奖励和游戏化，组织可以强化员工的成人自我状态，促进理性行为。例如，认可成就和个性化消息传递有助于激活成人自我状态的自主性和责任感，而社会影响和竞争则可能激发儿童自我状态的乐趣动机，但通过正向引导，可以整合到安全文化中。文章展示了如何通过沟通分析中的自我状态平衡，将安全实践从外部强制转化为内在驱动，这符合TA理论中促进健康人际互动和个人成长的目标。整体上，文章成功地将TA概念应用于网络安全领域，突出了成人自我状态在培养安全行为中的核心作用。
在实践上可以应用的领域和可以解决人们的十个问题
在实践上，基于TA沟通分析心理学理论，本文的策略可以应用于多个领域，并解决人们的十个问题：
1. 职场网络安全培训：通过强化成人自我状态，解决员工对安全培训缺乏兴趣的问题，提升参与度和效果。
2. 组织文化建设：利用自我驱动策略，解决企业文化中责备氛围导致的错误隐瞒问题，促进开放沟通。
3. 员工激励计划：通过奖励和认可，解决员工动力不足的问题，增强安全行为的持续性。
4. 风险管理：应用行为观察和A/B测试，解决安全风险识别不准确的问题，优化干预措施。
5. 领导力发展：框架安全为领导技能，解决管理者忽视安全责任的问题，提升整体安全意识。
6. 团队协作：鼓励社会影响，解决团队中安全实践不一致的问题，建立集体责任感。
7. 个人成长：个性化安全消息，解决员工角色混淆导致的安全疏忽问题，增强个人效能感。
8. 心理健康支持：减少害怕评判，解决员工因安全错误产生的焦虑问题，营造支持性环境。
9. 技术采用：游戏化策略，解决员工抵制新技术或流程的问题，促进创新接受度。
10. 持续改进：通过测量和反馈，解决安全计划停滞不前的问题，实现动态优化和长期成功。