The 7 Psychological Principles of Scams: Protect Yourself by Learning the Techniques. How hustlers trick 3.2 million people each year in the UK into handing over £3.5 billion. Good hustlers are excellent intuitive psychologists. Just like magicians they understand enough about how the mind works to exploit its vulnerabilities. Our fascination with hustlers is insatiable and, despite being criminals, they are frequently portrayed by Hollywood in a flattering light, in films like The Sting, Catch Me If You Can and the Ocean’s Eleven trilogy.
Of course the reality is nowhere near as romantic, especially if you’ve fallen for one of the cons. Frank Stajano, a security expert at Cambridge University, has been working with Paul Wilson, a scam artist and author of BBC TV’s The Real Hustle to identify the 7 major psychological principles used in short cons to part people from their cash (Stajano & Wilson, 2009; PDF, 308K). 1. Attention is like spotlight, which means when it’s pointing in one direction it pretty much ignores everything else. 2. 3. 4. Fear is the mind-killer. 5. 6. 7. The Key Elements of Organisational Change. I've been doing some research recently around organisational change and innovation (can you tell?) And as part of that came across this simple model (from Knoster, Villa and Thousand) detailing in straightforward terms five key elements that are required to achieve change: vision, skills, incentives, resources, and an action plan.
The vision, central to the direction and goal-setting, requires skills to realise, incentives to aid adoption, momentum and motivation, and adequate resources to fulfil it. The action plan runs as a consistent guiding foundation throughout the process of change. And something I particularly liked - the model also rather neatly reveals what happens if one of these key elements is missing. (I couldn't find the original on the web to link to but the source of this model is: Knoster T, Villa R, & Thousand J. (2000).
Locus of control. In personality psychology, locus of control refers to the extent to which individuals believe that they can control events that affect them. Understanding of the concept was developed by Julian B. Rotter in 1954, and has since become an aspect of personality studies. A person's "locus" (Latin for "place" or "location") is conceptualized as either internal (the person believes they can control their life) or external (meaning they believe that their decisions and life are controlled by environmental factors which they cannot influence, or by chance or fate).[1] Individuals with a high internal locus of control believe that events in their life derive primarily from their own actions: for example, when receiving test results, people with an internal locus of control would tend to praise or blame themselves and their abilities, whereas people with an external locus of control would tend to praise or blame an external factor such as the teacher or the test.[2] History[edit] Applications[edit]
Just Culture. An active safety culture can be considered as the heart that is vital to the continuing success of an SMS - it gives the dynamic energy needed to ensure that the system will provide a continuous cycle of improvement as intended. This can only be developed by leadership, commitment and setting a good example. Safety culture can be seen as: What people at all levels in an organisation do and say when their commitment to safety is not being scrutinised. Accountable managers and nominated postholders should take a leading role in developing an active safety culture within their organisation, so that SMS becomes an integral part of the management and work practices of the organization - the way we do things round here. Senior management commitment is crucial and this needs to be demonstrated on a regular basis. Dr James Reason has suggested that safety culture consists of five elements: An informed cultureA reporting cultureA learning cultureA just cultureA flexible culture.
The Compliance Budget. The Security Company (Int) - Security Awareness & AML Solutions Home. Hierarchy of Needs. What motivates behavior? According to humanist psychologist Abraham Maslow, our actions are motivated in order achieve certain needs. Maslow first introduced his concept of a hierarchy of needs in his 1943 paper "A Theory of Human Motivation" and his subsequent book Motivation and Personality. This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs. This hierarchy is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. As people progress up the pyramid, needs become increasingly psychological and social. Types of Needs Abraham Maslow believed that these needs are similar to instincts and play a major role in motivating behavior.
Maslow termed the highest-level of the pyramid as growth needs (also known as being needs or B-needs). Five Levels of the Hierarchy of Needs Criticisms of Maslow’s Hierarchy of Needs.