Journal of
Systemics, Cybernetics and Informatics
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ISSN: 1690-4524 (Online)


Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.

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Honorary Editorial Advisory Board's Chair
William Lesso (1931-2015)

Editor-in-Chief
Nagib C. Callaos


Sponsored by
The International Institute of
Informatics and Systemics

www.iiis.org
 

Editorial Advisory Board

Quality Assurance

Editors

Journal's Reviewers
Call for Special Articles
 

Description and Aims

Submission of Articles

Areas and Subareas

Information to Contributors

Editorial Peer Review Methodology

Integrating Reviewing Processes


Philosophy and Cybernetics: Questions and Issues
Thomas Marlowe, Fr. Joseph R. Laracy
(pages: 1-23)

Reconceiving Cybernetics in Light of Thomistic Realism
John T. Laracy, Fr. Joseph R. Laracy
(pages: 24-39)

Nascent Cybernetics, Humanism, and Some Scientistic Challenges
Zachary M. Mabee
(pages: 40-52)

Kant, Cybernetics, and Cybersecurity: Integration and Secure Computation
Jon K. Burmeister, Ziyuan Meng
(pages: 53-78)

Interplay Between Cybernetics and Philosophy as an Essential Condition for Learning
Maria Jakubik
(pages: 79-97)

Towards a General Theory of Change: A Cybernetic and Philosophical Understanding
Gianfranco Minati
(pages: 98-109)

Artificial Intelligence and Human Intellect
Víctor Velarde-Mayol
(pages: 110-127)

The Philosophy of Cybernetics
Jeremy Horne
(pages: 128-159)

Cybernetics and Philosophy in a Translation of Oedipus the King and Its Performance
Ekaterini Nikolarea
(pages: 160-190)

Linguistic Philosophy of Cyberspace
Rusudan Makhachashvili, Ivan Semenist
(pages: 191-207)

Systems Philosophy and Cybernetics
Nagib Callaos
(pages: 208-284)


 

Abstracts

 


ABSTRACT


Managing Information Security System Technology Changes Across an Enterprise

Kevin E. Foltz, William R. Simpson


The goal of information security systems in an enterprise is to make the right information available to the right entities at the right times and in the right formats while ensuring only authorized information flows occur. The standard approach is to purchase a new system to meet current needs. Patches, work-arounds, and added components satisfy the changing future needs while creating an increasingly complex system, and operational capability slowly degrades over time as complexity builds. The system is then rebuilt from the ground up, at great cost and inconvenience, and the cycle repeats. This paper describes an approach for constant change. Instead of building the best system possible based on today’s needs, only to replace it in the future, the goal is a system that is capable of evolving toward a better future in a consistent and directed way. This prevents one-off fixes from lingering, and it keeps the distributed decision-making process aligned toward a common enterprise goal. Components not consistent with future goals are identified and scheduled for replacement. Current practices chosen for expedience are assigned expiration dates to prevent them from becoming solidified in the future architecture. The replacement cycle is applied to components of the system instead of the entire system. This stops the cycle of complete replacements by allowing constant change, which reduces overall cost and maintains a more consistent operational capability.

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