One of the reasons offered for gaps in organizations' cyber security is the lack of a "cyber security culture." This article defines and explores the concept of cyber security culture within the context of the U.S. Army. It concludes that the Army would benefit from the creation and adoption of a cyber security culture, though it would not be a security panacea. The article concludes by identifying and describing important elements of such a culture and practical advice for approaching culture change. These include: the development of policies that can be understood, adhered to, and enforced; change management efforts that unfreeze current culture, seek change, then refreeze/institutionalize changes; a structure that offers incentives for desired behaviors but also identifies and enforces compliance; and change efforts that emphasize change in knowledge/awareness and in attitude.

       Access further information on this document at www.igi-global.com This article was published outside of RAND. The full text of the article can be found at the link above.

       This report is part of the RAND Corporation external publication series. Many RAND studies are published in peer-reviewed scholarly journals, as chapters in commercial books, or as documents published by other organizations.

       The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.