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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Published by
The International Institute of Informatics and Cybernetics


Re-Published in
Academia.edu
(A Community of about 40.000.000 Academics)


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


Utilization of Artificial Intelligence by Students in Interdisciplinary Field of Biomedical Engineering
Shigehiro Hashimoto
(pages: 1-5)

Transdisciplinary Applications of Data Visualization and Data Mining Techniques as Represented for Human Diseases
Richard S. Segall
(pages: 6-15)

Beyond Status Quo: Why is Transdisciplinary Communication Instrumental in Innovation?
James Lipuma, Cristo Leon
(pages: 16-20)

How We Can Locate Validatable Foundations of Life Themes
Jeremy Horne
(pages: 21-32)

Bringing Discipline into Transdisciplinary Communications -The ISO 56000 Family of Innovation Standards-
Rick Fernandez, William Swart
(pages: 33-39)

To AI Is Human: How AI Tools with Their Imperfections Enhance Learning
Martin Cwiakala
(pages: 40-46)

Knowledge, Learning and Transdisciplinary Communication in the Evolution of the Contemporary World
Rita Micarelli, Giorgio Pizziolo
(pages: 47-52)

Human Complexity vs. Machine Linearity: Tug-of-War Between Two Realities Coexisting in Precarious Balance
Paolo Barile, Clara Bassano, Paolo Piciocchi
(pages: 53-62)

A Cybernetic Metric Approach to Course Preparation
Russell Jay Hendel
(pages: 63-70)

The Impact of Artificial Intelligence on Education
John Jenq
(pages: 71-76)

Bridging the Gap: Harnessing the Power of Machine Learning and Big Data for Media Research
Li-jing Arthur Chang
(pages: 77-84)

Image Processing, Computer Vision, Data Visualization, and Data Mining for Transdisciplinary Visual Communication: What Are the Differences and Which Should or Could You Use?
Richard S. Segall
(pages: 85-92)

Identification – The Essence of Education
Jeremy Horne
(pages: 93-99)

The Greek-Roman Theatre in the Mediterranean Area
Maria Rosaria D’acierno Canonici Cammino
(pages: 100-108)

Examination of AI and Conventional Teaching Approaches in Cultivating Critical Thinking Skills in High School Students
Luis Castillo
(pages: 109-112)

Thoughts, Labyrinths, and Torii
Maurício Vieira Kritz
(pages: 113-119)

Can Two Human Intelligences (HIs or Noes) and Two Artificial Intelligences (AIs) Get Involved in Interlinguistic Communication? – A Transdisciplinary Quest
Ekaterini Nikolarea
(pages: 120-128)


 

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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