What are the likely cybersecurity trends for 2016?

Cybersecurity is the top concern for those who share their personal data with healthcare and other service providers. Any loss of data is not good for the provider as well as for the one who shared data with them. It denudes confidence in the provider, yet cyberattacks are yet to be prevented. Cybercrime is a major concern for organizations that have to rely on personal information from its consumers. A study by IBM and the Ponemon Institute put the average loss incurred by a data breach at close to $ 4 million, with the likelihood that this is going to go up in the years to come.

What are the trends for 2016?

As far as cybersecurity trends for 2016 are concerned, the major trend is for enhancing cybersecurity, as has been the case for many years preceding it. All the available platforms for transmitting information across the web are likely to be vulnerable to cyberattacks. Cybersecurity trends for 2016 thus need to ascertain how cyberattacks and hacks can affect these mediums.

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Cloud technologies are likely to be the area that is going to be most prone to cyberattacks in 2016. This is not to suggest that any unique event or happening in the previous years pointed to this trend for 2016; it is just that with the emphasis on the cloud by most IT companies; the cloud is more and more likely to become a target for cyberattacks. The fact that the cloud uses third party vendors for sharing information with makes this so. This makes the cloud among the hot topics for cybersecurity trends for 2016.

Internet of Things

The Internet of Things (IoT) is likely to take over as a major medium of cyber activity. We are likely to have Internet data emanating from everything ranging from our hearts to agricultural fields. While this promises a whole new dimension of technology; there is also the major possibility that it could spawn cyberattacks. A watch on IoT is certainly among the major cybersecurity trends for 2016.


Systems to replace humans for tackling phishing

Phishing has been and continues to be a major source of cyberattacks. Smart operators use this tool to penetrate into sensitive data and wreak havoc. The solution is to have systems and technologies that will detect any attempts at phishing and inform the concerned organizations. Till now, this was being done by humans. The movement towards automating a system’s response to cyberattacks from phishing to enhance effectiveness is sure to count among the cybersecurity trends for 2016.


There is the emergence of ransomware, a method by which cyber attackers hold data to ransom, so to speak. Unless an agreed upon ransom is paid; they don’t let go of the data they have held with them. This needs a highly alert cybersecurity system to counter. Given the ease with which this can happen; ransomware is sure to figure among the cybersecurity trends for 2016.


Common myths about conflicts in the workplace

Conflict at the workplace is a very common phenomenon. Just like there are no couples without a degree of disagreement with each other over some or another issue; there is almost no workplace that is free of conflicts. Although conflicts at the workplace are universal; many organizations suffer from a few myths about them. These are some of the common myths about conflicts in the workplace:

Conflict at the workplace is bad: No. It is not necessarily so. If there is anything that is bad about conflict at the workplace, it is the way it is handled, and seldom the conflict itself. Conflict has to be seen as a healthy exchange of opinions and perspectives among employees towards an issue or work. Conflict is not something that is to be wished away or eschewed, but something that needs to be analyzed for what it is: a means to bring out the divergent opinions and interests of the people involved.

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Conflict situations will iron out eventually by themselves: This is a huge misconception and counts among the common myths about conflicts in the workplace. How can a situation even itself out unless it is addressed? No issue that is capable of resolving on its own would arise in the first place. When conflicts arise, the worst attitude that HR can show is to avoid looking into it and resolving it. HR has a primary role in conflict resolution. It has to take it by the horns, so to speak. It should view conflict as a means for understanding the organization better and steer clear of common myths about conflicts in the workplace.

Conflict resolution leaves a bitter taste in the mouth: Absolutely not, if the conflict is handled maturely and professionally by HR. Many employees tend to think that grudge is a necessary result of conflict resolution and that it leads to greater and bigger exchanges in the future. This is not at all so, if HR has the gumption for resolving conflict in such a way that the employees feel it was a lesson learnt so that they can sidestep the situation that created conflict, or can use it as an example for resolving future conflicts.

Conflict has to be resolved then and there: Not necessarily, unless the situation demands it. Conflict usually builds up over time, and it is natural that it has to get resolved too, gradually.

It is wrong to argue in a conflict: Again, this should also count among common myths about conflicts in the workplace, because it is plain wrong to assume that the person who argues is not worth talking to in a conflict. Argument is a natural human trait. Some people have this tendency more, while others do not. HR has to understand this aspect of the nature of the people involved in a conflict and see to it that it resolves the argument, and with it, the conflict.

Conflicts happen because the leader is loose: This is among the most common myths about conflicts in the workplace. Many people tend to think that conflict can never take place in an organization in which the leader exercises tight control. First of all, someone who exerts this kind of control on the team cannot be considered a leader, for a leader does not believe in controlling people. Coming back to the point, conflicts can happen even in organizations in which the leader lets employees have freedoms.





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