Army Cyber Institute
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Browsing Army Cyber Institute by Author "Bell, Patrick"
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Item Jack Voltaic Critical Infrastructure and Public-Private Partnerships(Army Cyber Institute, 2019) Mitchell, Erica; Bell, Patrick; Hall, Andrew O.; Kelley, Terence; Kavaney, MaryA city is experiencing an increasing number of seemingly random incidents. A major financial institution suffers system failures, sending shockwaves through the markets. Workers struggle to keep the public transportation system operating as critical control systems fail. Social media reports of terrorist attacks incite panic. The city’s first response capability begins to strain. Regional medical facilities are at capacity. The media struggles to inform an increasingly concerned public. Elected leaders and emergency response leadership gather in the city’s emergency operations center to analyze the situation and respond. A sinister reality emerges when a foreign terrorist group claims that the city is under siege from cyberspace.Item Risk Preferences in Future Miliatary Leaders(Journal of Behavorial Economics, 2018) Bell, Patrick; Engel, Rozlyn; Hudson, Darren; Jamison, Julian; Skimmyhorn, WilliamAlthough hundreds of studies have demonstrated that risk preferences shape people’s choices under uncertainty, the complexity of how attitudes toward risk play out across various pivotal settings and key populations leaves considerable gaps in knowledge. We study a unique sample of a cohort of future military leaders at the United States Military Academy (West Point), nearly all of whom now hold commissions in the US Army officer corps. Using a hypothetical instrument to elicit preferences across a variety of domains, we find that cadets are risk averse, on average, which has potentially important implications for future management of military conflicts and programs. Our results also show that diversity programs aimed at increasing the number of women and minorities at West Point are likely to increase the average level of risk aversion within the officer corps. This finding suggests that working with officers to strengthen cognitive flexibility and to be attuned to a possible wedge between their innate preferences and the needs of the situation may be important, particularly for those who wish to enter occupational fields where the willingness to take risks is critical.Item The Death of the Cyber Generalist(War Room Online Journal, 2018) Kallberg, Jan; Bell, PatrickThe Department of Defense (DoD) must abandon its “up-or-out” promotion model for cyber forces. It should let competent officers hold their positions longer. Applying the outdated Defense Officer Personnel Management Act’s (DOPMA) staffing model to the cyber force is foolish, and makes it difficult to keep experienced, technically-proficient cyber officers in the military. DOPMA’s prescribed career paths entail officers’ attendance at a variety of schools, with several rotations through geographical areas and work domains. In the process, domain-specific knowledge that would allow officers to lead and understand the impact of their various choices in a technically complex and ever-changing environment evaporates. In a world of increasing complexity, shortened windows of opportunity to act, and constantly-changing technical environments, the generalist leaders that the DOPMA system yields may doom the military’s cyber force to failure.