The Psychology of Cyber Risk: Why Good People Make Bad Security Decisions

We like to think we make rational decisions — especially in business. But when it comes to cybersecurity, even the smartest people can fall into predictable traps. The reason? Our brains aren’t wired for cyber risk.

If you’ve ever heard a colleague say “It won’t happen to us” or clicked a suspicious link despite knowing better, you’ve seen this psychology in action.

👥 The Hidden Biases Behind Cyber Risk

Many cybersecurity incidents don’t stem from poor systems — they come from good people making instinctive decisions under pressure or uncertainty. Common psychological biases play a key role:

• Optimism Bias: “I’m careful — I won’t get hacked.”

  People believe they’re less likely than others to be targeted, leading to risky behaviour.

• Normalcy Bias: “It’s probably nothing.”

  We downplay unusual events, assuming things will continue as normal — even when we spot warning signs.

• Authority Bias: “It looked like it came from the CEO.”

  We’re more likely to follow instructions from figures of authority — making phishing emails more effective.

These biases make us vulnerable — not because we’re careless, but because we’re human.

🧠 You Can’t “Train Away” Human Nature — But You Can Design Around It

The answer isn’t more compliance-based training. It’s designing a culture that accounts for how people actually think and behave.

Some strategies that work:

• Use real-world examples in training, especially local stories or sector-specific breaches

• Run phishing simulations tailored by department or seniority, not one-size-fits-all

• Highlight secure behaviours (e.g. recognising a scam) in team meetings or comms

• Make security the default: auto-logouts, MFA, and clear boundaries reduce risky decisions

When security becomes normal, it no longer feels like a burden, and that’s where change sticks.

✅ Start with a Behavioural Checklist

Logic Weave has created a simple Cyber Culture Checklist designed for Australian SMBs. It helps you identify:

• Where staff may be unknowingly exposed

• How leadership behaviours shape team risk

• Where small changes can create safer habits

You don’t need a psychology degree to improve cyber culture, just the right questions and consistent follow-through.