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73 Winter 2014 – 2015 Proceedings www.uscg.mil/proceedings entire crew and its very existence. It is not a stretch to realize that close and constant living among co-workers brings on all sorts of unique dynamics, some of which can lead to con- fict that could result in the desire to get back at one or more members of the crew. This is a risk in all work environments, but ships are particularly closed social and work units that rely on the technical expertise, professionalism, and crew cohesion for effective maritime operations. One person acting against the interests of the ship and its crew can cause all manner of harm, including disrupting or destroying mechanisms, power sources, electronics, com- puters, navigational devices, food, and water. A motivated and trained malicious insider could do enough damage to put the ship out of action, harm the crew, and potentially put the ship at risk of sinking. Malicious action can be subtle, perhaps not even immediately detected. But it can also be so sudden and severe it is not detected until it is too late to undo or reverse the damage. Insider threat programs are multi-faceted and often include an interlocking array of security and other procedures. Regardless of the extent or form of an insider threat pro- gram, someone must be charged with management, integra- tion, and oversight. Pawel Gaul / iStock / Thinkstock Prevention and Deterrence In all cases, it is better to prevent, deter, and detect insider threats rather than investigate or mitigate, after a harmful event. Investing in prevention and deterrence is often a hard sell to management, because of the cost and because successful deter- rence is not easily or even necessar- i ly q u a nt i f i able. However, preven- tion and deterrence must be the goal of the port director, ship's captain, and the management team. Three steps to remember: 1 Don't let potential problems into the organization. Have an organization that attracts quality candidates, not just those with impeccable professional credentials, but also ones with backgrounds that are free from obvious prob- lems with regard to suitability. The History of Harm An insider threat is not a new problem: History is replete with examples of trusted insiders who turned against their leaders, organization, tribe, or nation. These weren't always spies. Some were saboteurs or even assassins. For example: • In Roman times, Gaius Cassius Longinus betrayed his longtime associate, Julius Caesar, enabling the Roman ruler's assassination. • During the American War for Independence, American General Benedict Arnold gave up the defense plans for West Point to the British. Fortunately, his handler, Major John Andre, was captured and the plot foiled (although Arnold escaped). • During the early 19 th century, the commander of the American Army, General James Wilkinson (a paid agent of Spain), was linked to the Aaron Burr plot to pry the Western U.S. from the East. • During World War II, a German Luftwaffe officer assigned to the high command proved to be an agent of the Soviet Red Orchestra spy ring. Before detec- tion, he passed critical war plans to his control in Swit- zerland. Those plans enabled Stalin to avoid certain destruction on the battlefeld and eventually crush Hitler's last assault in the east. • In early 1972, the aircraft carrier USS Ranger was delayed deploying for four months after a Navy freman dropped a heavy paint scraper into a main reduction gear, destroying one of the engines. Although the Navy could not prove it was intentional, the sabotage was real and afected a wartime deployment. Possibly the most efective (not a good thing) insider threat was Julius Rosenberg, who provided atomic secrets to the Soviets, unleashing a global nuclear arms race. Bibliography: Cole, J. and Carol Symes, Judith Coffin, Robert Stacey. Western Civiliza- tions: Their History and Their Culture. Brief Third Edition. Vol. 1, Paperback, September 22, 2011. John Evangelist Walsh, The Execution of Major Andre. Shreve, R .O. Finished Scoundrel: General James Wilkinson, Sometime Commander-In-chief of the Army of the United States, Who Made Intrigue a Trade and Treason a Profession. Hardcover, January 1, 1933. V. E. Tarrant, The Red Orchestra. We Are Everywhere: The Movement Grows In The Fleet. See www.sirnosir. com/archives_and_resources/library/articles/up_against_bulkhead_02.html. Joe Bruno and Lawrence Venturato, Julius and Ethel Rosenberg—Spies or Scapegoats?