Ransomware can kill you. Fatal heart attacks are more common at facilities that have security breaches:
Just As PBSnoted in its coverage of the Vanderbilt study, after data breaches as many as 36 additional deaths per 10,000 heart attacks occurred annually at the hundreds of hospitals examined.
The researchers found that for care centers that experienced a breach, it took an additional 2.7 minutes for suspected heart attack patients to receive an electrocardiogram.
“Breach remediation efforts were associated with deterioration in timeliness of care and patient outcomes,” the authors found. “Remediation activity may introduce changes that delay, complicate or disrupt health IT and patient care processes.”
“The exploitation of cybersecurity vulnerabilities is killing people,” Scanlon told KrebsOnSecurity. “There is a lot of possible research that might be unleashed by this study. I believe that nothing less than a congressional investigation will give the subject the attention it deserves.”
For better or worse, there are hundreds of VPN providers out there today. Simply searching the Web for “VPN” and “review” is hardly the best vetting approach, as a great many VPN companies offer “affiliate” programs that pay people a commission for each new customer they help sign up. I say this not to categorically discount VPN providers that offer affiliate programs, but more as a warning that such programs can skew search engine results in favor of larger providers. That’s because affiliate programs oft
What motivates people to share or hide knowledge? When we analyzed the data on what motivates participants to share or hide knowledge, we categorized their responses as being either “autonomous motivation” (which means doing something because it is meaningful or enjoyable) or “controlled motivation” (which means doing something to get a reward or avoid a punishment). Our results showed that knowledge sharing is more likely when employees are autonomously motivated (for example, they’d agree with the statements “It’s important to share what I know with colleagues” or “It’s fun to talk about things I know”). In contrast, people are more likely to hide their knowledge when their motivation is driven by external pressures (“I don’t want to be criticized” or “I could lose my job”).
This means that pressuring people to share knowledge rather than making them see the value of it doesn’t work very well. If workers do not understand the importance of sharing knowledge to reach unit or organizational goals, they will be less likely to share that knowledge. And if workers are pressured into sharing what they know, it could backfire. If they’re afraid of losing a competitive advantage, they may be even more reluctant to reveal information.
“Pressuring people to share knowledge” has limited value. Creating “autonomous motivation” is critical.
Fueled by the widespread adoption of smartphones, iPods and similar devices, Mobile Learning, aka MLearning, has become a major educational trend. Such training is frequently delivered in the form of “MP3” files, delivered through a mechanism known as “podcasts.” While Apple iPods, wonderful devices since discontinued) nearly any smartphone (iPhone, Droid, etc.) or personal computer can also play podcasts with the help of earphones or speakers. Podcast Insights has a section explaining the basics.
Many organizations are taking advantage of this new training vehicle. For example, the Legal Talk Network distributes podcasts of interest to lawyers, and legal technology guru Dennis Kennedy has an article about the value of listening to podcasts. Many other respected organizations use podcasts or MP3 files:
The Office of Government Ethics has also at least put its toe into the water, having prepared a podcast of “the Senate-confirmed nominations process and video clips that provide scenarios for discussion during training sessions on ethics restrictions on seeking employment.”
We see the biggest value of podcasts as a low-cost, low-hassle supplement to the rest of your ethics program, including a way of reaching certain “high value targets” like senior managers, many of whom are into multi-tasking. With so many prestigious organizations using them successfully for other training, this appears to be an area with enormous untapped potential.
I dedicated my first book, The Complete Internet Handbook for Lawyers, to the best teachers I had in high school, college, law school and two mentors I encountered later who influenced me greatly. Of these, the most important was probably my high school teacher, Freida Riley.
The preface to a new book I am writing about knowledge management for law firms uses things Freida Riley taught me to make a point about efficiency and lawyers:
I first learned about the joy of efficiency from my high school Geometry teacher, Miss Frieda Riley. On submitting a proof for her approval, her usual reaction would be: “It’s OK. Can you do better?” What she meant was make it simpler, more streamlined, more efficient.
If better insights came to me, I would hear words every student yearns to hear: “That’s good, Jerry. That’s what we are looking for.” Miss Riley prized efficiency, what mathematicians call “elegance.” She showed me what poet Edna St. Vincent had in mind when she wrote: “Euclid alone has looked on Beauty bare.”
Valedictorian of her high school and college classes, Frieda Riley could have been a star teacher at virtually any school in the country. She chose to return to her home in the southern West Virginia coal fields. She blessed the students of Big Creek High School with new insights, better ways of thinking and approaching problems.
Fried Riley died of Hodgkin’s Disease at age 31. Today she is honored in the National Museum of Education, but her most important legacy is the countless students she inspired–and equipped–to meet challenges.
Homer Hickam was one of these students. He escaped the coal fields to become a NASA engineer. Miss Riley played a prominent role in his memoir, “Rocket Boys.” It was later made into the 1999 movie named “October Sky.” Laura Dern played the Miss Riley role. Dern did a great job, but the real Miss Riley was oh so much better.
My Miss Riley-inspired yearning for efficiency accompanied me to many places, including a private law firm and later several federal agencies. I observed many attempts at knowledge management, good and bad. Efficiency was a rare commodity in most knowledge management efforts, effectiveness even more so. The main feature most had in common was a failure to meet expectations. Many were complete failures.
By this point the more impatient reader will be asking, “What does one man’s idiosyncratic fetish for efficient knowledge management have to do with me and my law firm?” The answer is simple:
Improved, more efficient knowledge management is probably the most promising way for most law firms to become more effective, to improve their bottom line.
The grail of knowledge management is elusive. There are more potential pitfalls than easy shortcuts. In this book I have done my best to provide tools that can help you find the best approaches, the ones most adaptable to you and your law firm.
We hope you enjoy the adventure and find it rewarding. Our challenge to you is: