Which of the following dynamic interaction of a Business Model for Information Security (BMIS) is a pattern of behaviors, effects, assumptions, attitude and ways of doing things?

Which of the following dynamic interaction of a Business Model for Information Security (BMIS) is a pattern of behaviors, effects, assumptions, attitude and ways of doing things?

A. Governing

B. Culture

C. Enabling and support

D. Emergence

Answer: B

Explanation:

Culture is a pattern of behaviors, beliefs, assumptions, attitudes and ways of doing things. It is emergent and learned, and it creates a sense of comfort. Culture evolves as a type of shared history as a group goes through a set of common experiences. Those similar experiences cause certain responses, which become a set of expected and shared behaviors. These behaviors become unwritten rules, which become norms that are shared by all people who have that common history. It is important to understand the culture of the enterprise because it profoundly influences what information is considered, how it is interpreted and what will be done with it. Culture may exist on many levels, such as national (legislation/ regulation, political and traditional), organizational (policies, hierarchical style and expectations) and social (family, etiquette). It is created from both external and internal factors, and is influenced by and influences organizational patterns.

For your exam you should know the information below.

Business Model for Information Security The Business Model for Information Security (BMIS) originated at the Institute for Critical Information Infrastructure Protection at the Marshall School of Business at the University of Southern California in the USA. ISACA has undertaken the development of the Systemic Security Management Model. The BMIS takes a business-oriented approach to managing information security, building on the foundational concepts developed by the Institute. The model utilizes systems thinking to clarify complex relationships within the enterprise, and thus to more effectively manage security. The elements and dynamic interconnections that form the basis of the model establish the boundaries of an information security program and model how the program functions and reacts to internal and external change. The BMIS provides the context for frameworks such as Cubit.

The essence of systems theory is that a system needs to be viewed holistically―not merely as a sum of its parts―to be accurately understood. A holistic approach examines the system as a complete functioning unit. Another tenet of systems theory is that one part of the system enables understanding of other parts of the system. “Systems thinking” is a widely recognized term that refers to the examination of how systems interact, how complex systems work and why “the whole is more than the sum of its parts.” Systems theory is most accurately described as a complex network of events, relationships, reactions, consequences, technologies, processes and people that interact in often unseen and unexpected ways. Studying the behaviors and results of the interactions can assist the manager to better understand the organizational system and the way it functions. While management of any discipline within the enterprise can be enhanced by approaching it from a systems thinking perspective, its implementation will certainly help with managing risk.

The success that the systems approach has achieved in other fields bodes well for the benefits it can bring to security. The often dramatic failures of enterprises to adequately address security issues in recent years are due, to a significant extent, to their inability to define security and present it in a way that is comprehensible and relevant to all stakeholders. Utilizing a systems approach to information security management will help information security managers address complex and dynamic environments, and will generate a beneficial effect on collaboration within the enterprise, adaptation to operational change, navigation of strategic uncertainty and tolerance of the impact of external factors. The model is represented below.

As illustrated in above, the model is best viewed as a flexible, three-dimensional, pyramid-shaped structure made up of four elements linked together by six dynamic interconnections. All aspects of the model interact with each other. If any one part of the model is changed, not addressed or managed inappropriately, the equilibrium of the model is potentially at risk. The dynamic interconnections act as tensions, exerting a push/pull force in reaction to changes in the enterprise, allowing the model to adapt as needed.

The four elements of the model are:

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