Home » Protection Manual for Human Rights Defenders » Chapter 8: Making sure security rules and procedures are followed

Why security rules and procedures are not followed

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There is no prototype of a human rights defender who doesn’t follow security rules. Many people within an organisation often follow some rules but not others, or observe the rules sporadically.

There are many possible reasons why people don’t observe the rules and procedures. To change this and ensure ownership, it is important to establish the causes and find solutions alongside the other people concerned. It will also be useful to distinguish between the different reasons people may have to not follow the rules, because they will vary.

Some possible reasons for not observing security rules and procedures:

Unintentional:

  • The defender is unaware of the rules;
  • S/he doesn’t apply the rules properly.

Intentional:

General problems:

  • The rules are too complicated and difficult to follow;
  • The procedures aren’t within easy reach in the office or are presented in a way that makes them difficult to use day-to-day.

Individual problems:

  • The rules are at odds with the individual’s needs or interests and this conflict hasn’t been resolved;
  • The individual does not agree with some or all of the rules and considers them unnecessary, inappropriate or ineffective based on personal experience, previous information or training or because of personal beliefs.

Group problems:

  • Most staff don’t follow the rules, or group ‘leaders’ either don’t follow them or don’t do so enough, because there is no organisational security culture;
  • A general lack of motivation at work can lead people to ignore security rules.

Organisational problems:

  • There aren’t sufficient financial or technical resources to make it easy for staff to follow the rules;
  • There’s a contradiction between the rules and particular areas of work. For example, rules have been established by those in charge of security but ignored or not properly implemented by people working in programmes or accounts. Some rules might suit one work area and contradict another;
  • Staff have a heavy workload and limited time, and don’t prioritise some or all of the rules;
  • A general lack of motivation, arising as a result of stress, workplace disputes, etc.

Organisational culture is both formal and informal, and must be developed not just in the organisation as a whole, but also in teams. A good organisational culture will show signs such as informal chatting, joking, parties, etc.

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