Skip to main content

Cognitive Dissonance required to Secure iPhone

I was just sent a link to a good article on smart phone security and safety.  It got me thinking about the mistakes I had made in my iPhone info security strategy.  Why had I made these simple mistakes?

Common Sense Security for Your iPhone

This article is about the basic.  Since I've had my iPhone stolen on a trip to Europe I'm an expert.  My iPhone had at the time: Find My iPhone installed and active.  But it didn't work, as the iPhone was in Airplane mode (being in Europe and off the home AT&T network).  Since the iPhone would not connect to the network, the Wipe Commands from Apple would never reach the iPhone (in Airplane mode).  A severe limitation to the security while traveling out of country (and an opportunity for a global service provider).

My iPhone had Passcode turned on, it had SplashID - a safe for sensitive info like credit card numbers, etc.  I had all my credit card info, banking account numbers, driver's license, passport info, tons of membership cards in the SplashID app.

After trying to wipe the iPhone when it went missin
I tried to remote wipe the iPhone when it went missing.  After hours of turning the state room up side down and inside out.  Using the ship-board Internet connection was difficult, time consuming and results-questionable.  But the wipe never worked.  My best guess, even after talking with Apple tech support, is that the airplane mode assisted the thief - foiling the wipe.

I found the thief had most likely sold the iPhone because it appeared to have come into the possession of someone in the Asian content.  The phone was lost in Italy.  The possessor was using my Mobile Me account to store their contacts.  I emailed their mother and explained the appearance of their child's new iPhone that looked slightly used.  It may have been purchased on the black market.  Mom never responded to me.

What mistakes had I made?  I was quite panicked and sick.  Some of my credit card info was also in the iPhone's Contacts app.  Other sensitive info was in the Camera apps photo album (pictures of my passport and credit cards).

These mistakes were made because of the cognitive dissonance require for one to secure their smart phone.  One has the mental model that the apps and info stored and accessible via the iPhone should be quick to access and retrieve.  This model is in direct opposition to the need to secure the info.  Putting it into the safe requires several extra steps, retrieving it requires several extra steps, the discipline to segregate the info requires cognitive dissonance.

When I'm at the airplane checkin counter and the clerk ask for my frequent flyer account number, rather than finding it in the contacts app, I have to retain the discipline to open the safe, login to the safe, search the safe for the card and then I can answer the query.

But, I've learned a lesson. Yes, I failed.  I'm turning it into success. Now I'm just practicing, practicing, practicing the lesson.  I hope you will also.
Post a Comment

Most Popular on Agile Complexification Inverter

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Elements of an Effective Scrum Task Board

What are the individual elements that make a Scrum task board effective for the team and the leadership of the team?  There are a few basic elements that are quite obvious when you have seen a few good Scrum boards... but there are some other elements that appear to elude even the most servant of leaders of Scrum teams.









In general I'm referring to a physical Scrum board.  Although software applications will replicated may of the elements of a good Scrum board there will be affordances that are not easily replicated.  And software applications offer features not easily implemented in the physical domain also.





Scrum Info Radiator Checklist (PDF) Basic Elements
Board Framework - columns and rows laid out in bold colors (blue tape works well)
Attributes:  space for the total number of stickies that will need to belong in each cell of the matrix;  lines that are not easy eroded, but are also easy to replace;  see Orientation.

Columns (or Rows) - labeled
    Stories
    To Do
    Work In P…

Webinar: Collaboration at Scale: Defining Done, Ready, and NO.

I was invited to participate in a Scrum Alliance Webinar.  Maybe you would like to listen to us in a discussion of techniques to collaborate at scale (remotely and with many people).  The topic is one that I've got some experience in discussions - yet I never seem to get to done...
Collaboration at Scale: Defining Done and Ready and NO for Distributed Teams
With Joel Bancroft-Connors, Agile Organizational Coach; David A. Koontz, Agile Transition Guide; and Luke Hohmann, CEO and Founder of Conteneo, Inc.


14 February 2018 11 a.m. ET (USA).




The Scrum Guide is pretty clear on the criticality of the definition of Done: "When a Product Backlog item or an Increment is described as "Done," everyone must understand what "Done" means. However, the Scrum Guide ALSO says that the definition of Done can "vary significantly per Scrum Team." This leads us to examine when and how the definition of Done should vary, how distributed teams should cr…

A T-Shaped 21st Century Knowledge Worker

Knowledge workers in the 21st Century must have many areas of deep knowledge, while also be capable of collaboration across multiple other domains with dissimilar T-shaped individuals.  This description of a person is a metaphor.  Compare it to the shape of the "I" in the classic saying there is no "I" in Team.


I first read about Scott Ambler's term "Generalizing Specialist" - but it's so hard to remember the proper order of the words... get it backwards and it has an inverted meaning... T-Shaped is easier to remember. 
A generalizing specialist is someone who:
Has one or more technical specialties (e.g. Java programming, Project Management, Database Administration, ...). Has at least a general knowledge of software development. Has at least a general knowledge of the business domain in which they work. Actively seeks to gain new skills in both their existing specialties as well as in other areas, including both technical and domain areas.  General…

A FAILURE to Communicate

I was working with a failing team some time ago.  I use "failing" to describe the outcome of the team - not the people on the team.  Are you OK with that description?



An issue arrose in the stand up - a team member that was to verify the quality of a procedure did so and reported that there were a few records that didn't match expectation in the data set.  Upon inquire the number of records not matching was over 2000.  Most people acknowledged immediately the exaggeration - I could tell by the laughter.  After about 10 minutes of discussing the details of the problem - it appeared the team had a handle on the specific situation.

I stopped the discussion and inquired if they could name the impediment.  One team member did a great job of describing the impediment as a _communication gap_.  Wonderful - I could work with that - the problem had a name and it didn't include anyones Proper Name.

"If the problem has a first name; we are going to have a problem."

I&#…