Ever since Edward Snowden walked out of a National Security Agency facility in May with electronic copies of thousands of classified documents, the finger-pointing has concentrated on government's security failures. Yet the debacle illustrates the challenge with trusting people in any organization.
The problem is easy to describe. Organizations require trusted people, but they don't necessarily know whether those people are trustworthy. These individuals are essential, and can also betray organizations. So how does an organization protect itself?
Securing trusted people requires three basic mechanisms (as I describe in my book "Beyond Fear"). The first is compartmentalization. Trust doesn't have to be all or nothing; it makes sense to give relevant workers only the access, capabilities and information they need to accomplish their assigned tasks. In the military, even if they have the requisite clearance, people are only told what they "need to know." The same policy occurs naturally in companies.