Information Technology Reference
In-Depth Information
frameworks facilitate effective use of our mental models, they also challenge our
mental models to ensure their appropriate use.
11.2.1
Decision Making
Effective decision making results in action guided by knowledge. An effective secu-
rity solution is complex at the system level. At the enterprise level, an effective secu-
rity solution is overwhelming in terms of discerning the foundational issues, asking
the appropriate questions, identifying options, making recommendations, and
implementing the solution itself. IA 2 is a tool for the IA architect to apply in com-
plexity management; IA 2 is a decision support system for information assurance.
So, why a decision support system? When the problem before you has a ready
answer, move forward and execute; there is no decision to make because you have
an answer—done, wrapped, sealed, and delivered. When the problem is vaguely
defined, when conflicting alternatives are present, when contingencies must be con-
sidered, uncertainty emerges. To make a decision is to identify options and select
the best option with the knowledge at hand; to make a decision means that there is
some degree of uncertainty.
How do you know the knowledge you have is the best? How do you handle
new knowledge? Are you asking the right questions? Are these the only options?
Are these the best options? Are you looking for the best options, or are budget
and time constraints driving you toward identifying adequate options. How do
you determine if adequate is good enough? What factors must balance to result in
good enough?
Figure 11.1 shows an increase in time and money as the solution moves from
good enough to good to best. Unlimited time and money equate to option nirvana
and ensure the status quo by fostering analysis paralysis. Limits on time and money
mean a solution must be selected within the constraints of those resources. Select-
ing less than best should be a conscious decision and for the right reasons. Selecting
a good enough solution should also be for justifiable business reasons. Justify your
choice in terms of ROI or best available given schedule, staffing, and budget con-
straints. The key principle in decision making is conscious choices with justification. .
11.2.2
Change
With respect to innovation, there are two change motivation principles:
n
n
Change motivation principle 1: If it ain't broke, don't fix it.
Change motivation principle 2: “Success in playing the game changes the
game, tenacity in playing the old game turns success into failure.”
Jamshid Gharajedaghi, Systems Thinking—Managing Chaos and Complexity .
 
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