Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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Healthcare RHIA : Registered Health Information Administrator (AHIMA RHIA) 2023 exam Dumps

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Exam Number : RHIA
Exam Name : Registered Health Information Administrator (AHIMA RHIA) 2023
Vendor Name : Healthcare
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RHIA exam Format | RHIA Course Contents | RHIA Course Outline | RHIA exam Syllabus | RHIA exam Objectives

Exam : RHIA

Exam Name : Registered Health Information Administrator(R)

Questions : 180

Question Type : multiple choice

Scored : 160

Unscored : 20

Exam Time : 4 hours

Domain 1 – Data Content, Structure & Standards (Information Governance) (18-22%)


A. Classification Systems

A1. Code diagnosis and procedures according to established guidelines

B. Health Record Content & Documentation

B1. Ensure accuracy and integrity of health data and health record documentation (paper or electronic)

B2. Manage the contents of the legal health record (structured and unstructured)

B3. Manage the retention and destruction of the legal health record

C. Data Governance

C1. Maintain data in accordance with regulatory requirements

C2. Develop and maintain organizational policies, procedures, and guidelines for management of health information

D. Data Management & Secondary Data Sources

D1. Manage health data elements and/or data sets

D2. Assist in the maintenance of the data dictionary and data models for database design

D3. Manage and maintain databases (e.g., data migration, updates)

Domain 2 – Information Protection: Access, Disclosure, Archival, Privacy & Security (23-27%)


A. Health Law

A1. Maintain healthcare privacy and security training programs

A2. Enforce and monitor organizational compliance with healthcare information laws, regulations and standards (e.g., audit, report and/or inform)

B. Data Privacy, Confidentiality, and Security

B1. Design policies and implement privacy practices to safeguard Protected Health Information

B2. Design policies and implement security practices to safeguard Protected Health Information

B3. Investigate and resolve healthcare privacy and security issues/breaches

C. Release of Information

C1. Manage access, disclosure, and use of Protected Health Information to ensure confidentiality

C2. Develop policies and procedures for uses and disclosures/redisclosures of Protected Health Information

Domain 3 – Informatics, Analytics & Data Use (22-26%)


A. Health Information Technologies

A1. Implement and manage use of, and access to, technology applications

A2. Evaluate and recommend clinical, administrative, and specialty service applications (e.g., financial systems, electronic record, clinical coding)

B. Information Management Strategic Planning

B1. Present data for organizational use (e.g., summarize, synthesize, and condense information)

C. Analytics & Decision Support

C1. Filter and/or interpret information for the end customer

C2. Analyze and present information to organizational stakeholders

C3. Use data mining techniques to query and report from databases

D. Healthcare Statistics

D1. Calculate healthcare statistics for organizational stakeholders

D2. Critically analyze and interpret healthcare statistics for organizational stakeholders (e.g., CMI)

E. Research Methods

E1. Identify appropriate data sources for research

F. Consumer Informatics

F1. Identify and/or respond to the information needs of internal and external healthcare customers

F2. Provide support for end-user portals and personal health records

G. Health Information Exchange

G1. Apply data and functional standards to achieve interoperability of healthcare information systems

G2. Manage the health information exchange process entity-wide

H. Information Integrity and Data Quality

H1. Apply data/record storage principles and techniques associated with the medium (e.g., paper-based, hybrid, electronic)

H2. Manage master person index (e.g., patient record integration, customer/client relationship management)

H3. Manage merge process for duplicates and other errors entity-wide (e.g., validate data sources)

Domain 4 – Revenue Management (12-16%)


A. Revenue Cycle & Reimbursement

A1. Manage the use of clinical data required in reimbursement systems and prospective payment systems (PPS)

A2. Optimize reimbursement through management of the revenue cycle (e.g., chargemaster maintenance, DNFB, and AR days)

B. Regulatory

B1. Prepare for accreditation and licensing processes [e.g. Joint Commission, Det Norske Veritas (DNV), Medicare, state regulators]

B2. Process audit requests (e.g., RACs or other payors, chart review)

B3. Perform audits (e.g., chart review, POC)

C. Coding

C1. Manage and/or validate coding accuracy

D. Fraud Surveillance

D1. Participate in investigating incidences of medical identity theft

E. Clinical Documentation Improvement

E1. Query physicians for appropriate documentation to support reimbursement

E2. Educate and train clinical staff regarding supporting documentation requirements

Domain 5 – Leadership (12-16%)


A. Leadership Roles

A1. Develop, motivate, and support work teams and/or individuals (e.g., coaching, mentoring) A2. Organize and facilitate meetings

A3. Advocate for department, organization and/or profession

B. Change Management

B1. Participate in the implementation of new processes (e.g., systems, EHR, CAC)

B2. Support changes in the organization (e.g., culture changes, HIM consolidations, outsourcing)

C. Work Design & Process Improvement

C1. Establish and monitor productivity standards

C2. Analyze and design workflow processes

C3. Participate in the development and monitoring of process improvement plans

D. Human Resources Management

D1. Perform human resource management activities (e.g., recruiting staff, creating job descriptions, resolving personnel issues)

E. Training & Development

E1. Conduct training and educational activities (e.g. HIM systems, coding, medical and institutional terminology, documentation and regulatory requirements)

F. Strategic & Organizational Management

F1. Monitor industry trends and organizational needs to anticipate changes

F2. Determine resource needs by performing analyses (e.g., costbenefit, business planning)

F3. Assist with preparation of capital budget

G. Financial Management

G1. Assist in preparation and management of operating and personnel budgets

G2. Assist in the analysis and reporting on budget variances

H. Ethics

H1. Adhere to the AHIMA code of ethics

I. Project Management

I1. Utilize appropriate project management methodologies

J. Vendor/Contract Management

J1. Evaluate and manage contracts (e.g., vendor, contract personnel, maintenance)

K. Enterprise Information Management

K1. Develop and support strategic and operational plans for entity-wide health information management

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Healthcare Health Latest Questions


Google Is Rapidly Becoming A Healthcare Powerhouse

Healthcare is a complicated industry, muddled by a variety of intricately woven challenges, delicacies, and nuances that are unique to the sector. Tackling these challenges is certainly not for the faint-hearted, especially in the modern era of continuously changing regulatory demands, technological developments, and evolving patient and public health needs.

Google is one such industry titan that was not founded as a healthcare company, but has since invested billions of dollars and significant resources in trying to Boost the state of healthcare. Over the years, this ambition has manifested through many different initiatives, especially as the company’s leadership has boldly empowered multiple teams and divisions across the organization to support healthcare ventures.

This has made way for an enriched and disruptive approach to tackling some of healthcare’s most onerous issues across multiple siloes.

For example, Google’s Care Studio, which provides clinicians the ability to search and collate pertinent patient information through a centralized platform, has been celebrated as one of the most disruptive innovations for optimizing healthcare data. Congruently, Google Cloud has made its own strides with regards to data management. Its Healthcare Data Engine empowers unification of data sets to enable interoperability and accessibility, meaning that organizations can do more with their data now than ever before. The technology also enables novel capabilities such as insights into social determinants of health and patient throughput analytics.

These represent just a few examples of the many different products that Google is actively innovating in its journey to becoming a powerhouse and impactful force in healthcare.

The Care Studio dashboard collates a patient's pertinent information and provides an integrated view ... [+] for clinicians.


I had an enlightening conversation with Dr. Karen DeSalvo, Google’s Chief Health Officer. Dr. DeSalvo is an experienced physician and was previously Assistant Secretary for Health in the U.S. Department of Health and Human Services. She carries an astute and deep perspective of how healthcare has evolved and what is required to create lasting impact for patients and communities. She explains: “Google is a life company…not a health company. To have a high quality of life, health is very important. They want to help people, and they want to help enterprises meet consumers where they are and provide them what they need. One of the primary goals of the company is to help billions of people around the world become healthier in an equitable manner… giving every single person an opportunity to have the highest quality of health.”

She discussed a three pronged approach to how technology and Google’s work can Boost healthcare, which really focuses on addressing the needs of the patients, the providers, and enterprises as a whole. To truly create meaningful change in healthcare, resources and attention must be focused on all three of these siloes, as they are intricately interconnected.

Some examples of this approach include:

  • For consumers, tools like search and Youtube or Maps are incredibly useful for millions of people to ask healthcare questions or connect with resources in the community. Partnerships with trusted creators and organizations (i.e., the American Academy of Pediatrics or the U.K.’s National Health Service) can help distribute accurate content and thought-leadership. Additionally, improvements in hardware (e.g., mobile sensors etc.) along with robust software (such as Health Connect) have empowered consumers to have a new degree of insights into their own healthcare metrics.
  • For providers, there is significant opportunity to Boost their workflows, empower them with more data, and create a seamless physician-patient experience. Care Studio is one example of this. Another is the development of real clinical tools that can help with the diagnostic process such as Automated Retinal Disease Assessment (ARDA)—which uses AI to help detect diabetic retinopathy.
  • For enterprises, being able to organize data in a more efficient way and providing tools to derive insights from that data to meaningfully create impact is crucial (for example, earlier this year, Mayo Clinic and Google Cloud announced a landmark partnership to use the company’s Gen AI App Builder to develop Enterprise Search, which will empower the healthcare organization with a robust search ecosystem).
  • Dr. Karen DeSalvo, Google's Chief Health Officer.


    While generative AI is of course the latest development which has taken the world by storm and has significant potential in healthcare, Dr. DeSalvo thoughtfully explains that the company’s goal is to “expand multiple lanes at once—continue to refine and Boost core tools such as traditional search, while also investing in improving and embracing newer technologies such as generative AI.” She also cautiously warns against haste with this new technology— “just as with any technology, there are quite a few open questions— it doesn’t mean they should not do the work or push forward; it just means that they should do it while keeping in mind privacy, ethics, equity, and security at the forefront of the design.”

    This deep rooted allegiance to maintaining the highest standards of privacy and patient security is definitely a key priority for Google, as it continues to meaningfully emphasize its commitment to responsible AI practices.

    The delicate nature of pushing forward innovation while carefully balancing security and privacy concerns is a growing phenomenon, especially as technology giants are increasingly entering the healthcare space. For example, both Amazon and Microsoft have notably ramped up their healthcare offerings in the last decade. Earlier this year, Amazon made a very bold entry into care delivery with its acquisition of primary care service provider One Medical. Microsoft’s commitment to healthcare has also increased, spanning from offerings in cloud technology to hardware services. Indeed, technology and healthcare have never been closer. But this close marriage requires thoughtful execution and continuous revision to ensure development is occurring not only quickly, but is also done so in an ethical manner.

    Regardless of the immense amount of work ahead, one thing is certain: companies like Google are innovation machines, relentlessly committed to improving customer experiences and creating lasting impact. Indeed, this commitment provides a promising future for the generation ahead.

    When it comes to health questions, be careful if using ChatGPT

    Researchers at Montreal’s Centre hospitalier universitaire Sainte-Justine (CHU Sainte-Justine) and the Montreal Children’s Hospital recently asked ChatGPT 20 medical questions. The artificial intelligence engine provided them with answers of … doubtful quality, including factual errors and made-up references. They recently published the results of their research in the Mayo Clinic Proceedings: Digital Health.

    “These results are alarming, given that trust is a pillar of scientific communication,” said Dr. Jocelyn Gravel, lead author of the study and emergency physician at CHU Sainte-Justine. “ChatGPT users should pay close attention to the references provided before incorporating them into medical manuscripts.”

    Aimed at scientists who might be tempted to use the ChatGPT artificial intelligence model for writing medical texts, the researchers recommended that they instead direct their questions to a professional.

    For this study, the first to assess the quality and accuracy of the references provided by ChatGPT, the group claims, they drew their questions from existing studies and asked ChatGPT to back up its answers with references. Subsequently, the researchers had the software’s responses rated on a scale of 0 to 100 per cent by the authors of the articles from which the questions originated.

    Seventeen authors agreed to review the responses. They rated them as of questionable quality (with a median score of 60 per cent). They also found five major and seven minor factual errors. For example, ChatGPT suggested administering an anti-inflammatory drug by injection when it should instead be ingested. Another example: it had increased the global mortality rate associated with Shigella infections tenfold.

    Of the references provided, 69 per cent were invented, yet looked true. Ninety-five per cent of these used the names of authors who had previously published articles on a related topic, or from recognized organizations such as the U.S. Centers for Disease Control and Prevention or the U.S. Food and Drug Administration. They all had titles related to the subject, and used the names of well-known newspapers or websites. Furthermore, even the real references were problematic, with almost half of them containing errors.

    The researchers then questioned ChatGPT about the accuracy of the references provided. In one case, the AI argued that “the references are available on PubMed” and provided a web link to other publications unrelated to the issue. In another case, the software replied, “I strive to provide the most accurate and up-to-date information I have, but errors or inaccuracies may occur.”

    According to Dr. Esli Osmanlliu, emergency physician at the Montreal Children’s Hospital and scientist from the Child Health and Human Development Program at the Research Institute of the McGill University Health Centre, “The importance of correct references in science is undeniable. The quality and breadth of references provided in authentic studies demonstrate that researchers have conducted a comprehensive literature review and are familiar with the topic. This process allows results to be integrated into the context of previous work, a fundamental aspect of the advancement of medical research. Not providing references is one thing, but creating fake references would be considered fraudulent for researchers.”

    “Researchers using ChatGPT could be misled by false information, as clear, seemingly consistent, and stylistically appealing references can hide low-quality content,” the researcher continued.

    Health officials provide clarity on COVID-19 vaccines, latest guidelines

    No result found, try new keyword!(BRPROUD) — A healthcare specialist breaks down the ... If you have additional questions, it’s always best to talk to your doctor.

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    Warum sind Cyberrisiken so schwer greifbar?

    Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

    Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyber­attacken werden nur selten publiziert.

    Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

    Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

    Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schaden­szenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

    Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

    Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

    Nicht kriminelle Ursachen

    Höhere Gewalt

    Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

    Menschliches Versagen/Fehlverhalten

    Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

    Technisches Versagen

    Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

    Kriminelle Ursachen


    Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

    Physischer Angriff

    Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hacker­angriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.


    Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hacker­angriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

    Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:


    • Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
    • Krisenkommunikation / PR-Maßnahmen
    • Systemverbesserungen nach einer Cyber-Attacke
    • Aufwendungen vor Eintritt des Versicherungsfalls

    Cyber-Drittschäden (Haftpflicht):

    • Befriedigung oder Abwehr von Ansprüchen Dritter
    • Rechtswidrige elektronische Kommunikation
    • Ansprüche der E-Payment-Serviceprovider
    • Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
    • Vertragliche Schadenersatzansprüche
    • Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
    • Rechtsverteidigungskosten


    • Betriebsunterbrechung
    • Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
    • Mehrkosten
    • Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
    • Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
    • Cyber-Erpressung
    • Entschädigung mit Strafcharakter/Bußgeld
    • Ersatz-IT-Hardware
    • Cyber-Betrug