Time
2 hours 8 minutes
Difficulty
Advanced
CEU/CPE
2

Video Transcription

00:00
I think one of the things that, um, that we talked a little bit about was kind of the lenses that you take in making these decisions.
00:07
So we talked about, like, the greatest good versus the grace number people. Universal standard rule are how you would want to be treated. Um, are there any other lenses you could think of out there that you you consider when making these calls? Um,
00:22
outside of those, it's still for me. Kind of balls back down to
00:29
making a proper business decision. Yeah, And a risk based decision. If, you know, most companies have not. All I have a business purpose to turn a profit. Yeah, um, so
00:44
you know, what can I do? Given whatever circumstance it is to best protect revenue or that profit or to ensure that the business can fulfill the purpose in which it was established to do? Sure. Um,
01:02
that sometimes becomes more difficult. You know, if we go back to some of the decisions scenarios we talked about earlier. Yeah, with the hospital,
01:14
which was situation wins the business decision. It may be cheaper to not pay, but then 300 people die. Yeah,
01:22
so it is not always as clear cut as we would like it. Um, I think it takes multiple lenses. Multiple is totally and multiple lenses to to make
01:33
a decision. And at the end of the day is
01:38
this isn't you make you have to live with? Yeah, and it's not going to appease everybody. Absolutely. It's kind of like politics. Somebody's gonna win somebody. Somebody's not, Um, and it's just it a tough that you went way around. Yeah, absolutely. And you just need to justify it. And,
01:57
uh, considering all the angles right reading through how much money is this gonna cost? How many lives were lost, right, you know, definitely have supporting, supporting details, facts, evidence, um, and and reassess, Um, you know,
02:16
from time to time, we Sometimes we run through these scenarios. Ironically,
02:23
you know entirely we do mock exercises sometimes, but we'll we'll go through scenarios that would be specific to our business, you know? Thank goodness I don't work for a hospital because right, You know, knowing that somebody could die because of you, we didn't implement the correct control, or we didn't patch
02:43
a you know, server or that that I don't know if I could, you know,
02:47
continuously work in an environment like that with its enough stress and security. Yeah, as it is. But, you know, having to make those type of decisions that can affect a person's life or death. That's no somebody's love one. Um, so it is just a tough situation.
03:05
Yeah, absolutely. And I mean, it's not just cyber, it's America and everything.
03:09
Ah, and the you often need to make these decisions quite fast. So I mean,
03:16
what is the point where you think, like, I've got enough information to make the call? I I don't know if you ever get to that point. Um,
03:28
but it's ah, it's a saying,
03:31
you know, make a decision and didn't make the decision right.
03:36
And I think that's what we have to do in a lot of those situations, because you may not have enough supporting details, but the clock is ticking and you have to make a decision. Um, so you just have to make the decision right? And
03:51
hopefully it was the right decision, but analysis, paralysis.
03:57
It's not gonna help you at that point either, because not making the decision is not section to make right. Um, so it is getting all of the available information at the time to make the best decision. You know, for the time,
04:12
um, hi Size, always 2020
04:15
and a postmortem is always easy to look back in second guess yourself. But in the moment you just have to get the information that is available to you. Sure, I look at you know, a lot of watch a lot of movies, but,
04:30
you know, you always see the movies where the president's in the situation room and you have to make a split decision or whether the drop a bomb on that drop of all,
04:39
and he'll ask a whole bunch of questions. And sometimes you don't get the answers that he wants. But nevertheless, everybody's looking to him to make a decision, and he has to.
04:51
Three days later, he may get a ton of supporting details that would have altered the decision that he made at the time, but he didn't have that information available to him, and regardless of the industry we're in, we all presented with those you know, scenarios. Sometimes you know, in family lives or,
05:10
you know, health care. Since situations for loved ones. You know, What do you do? And it's just making the decision, making the decision right and living with it, right? And also providing that feed back, making his map rights. Right. So you do do that postmortem,
05:29
you allow people to talk to you, and then you have that chance, you know, down the road,
05:33
potentially on a lot of these situations to reconsider that decision. Right? Um, and maybe play it differently the second time, or the third time, the fourth time.

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Ethical Leadership

In this ethical leadership training is taught by Cybrary’s own Leif Jackson. We will give you a framework on how to make ethical decisions from a leadership perspective - delving into the common use cases and rationale behind modern day professional dilemmas.

Instructed By

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Leif Jackson
Vice President of Content/Community at Cybrary
Instructor