ABSTRACT
In this chapters, we discussed how the work of monitoring employee risk through their communications has changed—especially the shift from catching espionage subjects in the act to taking persons with mental health issues and complicated forms of disgruntlement off the Critical Pathway. We also highlighted the growing role of Psychologist in these efforts and the challenges they face. We also addressed the question whether this level of surveillance and intrusion was worth the risk and described an unusual organization where their HR staff was so good at their job that this form of communications monitoring was not necessary. We then summarized the CPIR and our discussions across the prior eight chapters. We ended our discussion with a description of the challenges ahead, including the need for evolution in the CPIR, the importance of providing services for persons at-risk we discover who can be helped, and the need for analysts to recognize suicidal ideation in our employees as a possible gateway to other insider risks. We also described situations when therapy and other treatments are not sufficient to relieve significant insider risks. We concluded the chapter with a description of the current challenge to our election processes from insider involvement and a discussion of the challenges presented when the insider is a leader. We closed the chapter with the argument that successful insider detection, investigation and case management is all about enlightened management practices.
