The security of your colleagues is part of your own security.
- Security within your teams
- Sharing of information with your teams
- Talking about security with your team
As the old adage goes, "A chain is only as strong as it's weakest link." Your security is dependent on the security of your colleagues.
When developing a security plan with your colleagues, be sure to include people in all roles of your organisation.
For journalists, this means developing information and operational security strategies for everyone from a stringer to a driver, from a journalist to an editor.
Think about what kinds of information you share with your colleagues and what information to keep private.
Sharing information with your colleagues about your sources and research means that they will be able to continue your important investigations should something unexpected arise.
On the other hand, sharing information only on a 'need to know' basis means you might be better able to protect people and prevent infiltration by adversaries.
Whether you share much or little information with your colleagues, it is important that all information shared is done so securely.
The old activist motto "Be careful with each other, so that we can be dangerous together” has a lot to do with trust.
Trusting your team is important both your organisations productivity and overall security. Building trust within a team is not a trivial task - it involves investment and taking risks.
Trust allows for trying new organisational security tactics, especially if you could not be, or were not involved in making decisions about it before.
It also creates an atmosphere of openness where you feel more comfortable sharing your security incidents, information you feel is important, and also your mistakes.
Trust gives team members confidence to know whom to talk to about which aspects of security.
There are several ways we can work on increasing trust within a team:
- Getting to know each other outside the professional or activist context, e.g. through out-of-work activities, socialising and having fun.
- Check in regularly (e.g. before a meeting) on your team's stress levels, general mood, and what they are bringing to their activism from their personal lives.
- Transparency about hierarchies and decision-making structures.
- Clear strategies for how to deal with personal or sensitive issues that may arise including (but not limited to) security incidents, threats and so on.
- Having access to a counsellor or trusted psychologist.
Talking about security is courageous. Failing to talk about security, or or pretending risks do not exist, promotes a culture of carelessness.
Sometimes, though, it can be hard to talk about security with your colleagues.
You might face opposition from those who feel talking about security takes away valuable time you could spend doing your jobs.
Your colleagues might even put on a brave face and pretending these risks do not exist. It's also possible you might feel this way yourself.
- incorporating into meetings
- find pragmatic path to bringing it up. converting a culture of good risk planning - this is good for everyone.
- tips are start with colleagues that would be mmore receptive, see if they can also talk to others they have good contact with about these issues. share the app.
- if the time arrises to bring this up in a team setting, bring up with manager in terms of what it will bring to the organisation -
Operational Security and the Planning and Preparing lessons.
What is gitbook used for?
Is it quiz?
- (en/topics/understand-3-opsec/0-getting-started/1-1-intro.md): Operational Security
- (en/topics/practice-2-planning/0-getting-started/1-1-intro.md): Planning and Preparing
- (en/topics/understand-4-digisec/4-secure-communications/1-1-intro.md): Secure Communications