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management, 331 343 private, 317, 332 339, public, 24, 78, 178, 304, 317, 332 341, 343 symmetric, see Symmetric keys Label Switched Path, see LSP LAN, 3, 5 9, 140, 142, 167, 183, 192 194, 222, 269 270, 279, 289, 292, 319, 330, 347, 350 351 Latency, 187, 213, 216, 218, 280, 287 288, 293 299, 301 303, 306, 310, 339, 362 Layer 2 con guration, 159, 180, 182 188 Layer 3 con guration, 158, 188 202 LDAP, 31 33, 66, 70 71, 77 78, 79 80, 97, 327, 337 Lightweight Directory Access Protocol, see LDAP Local Area Network, see LAN Local Policy Agent, see LPA Logic, 103, 114 115, 124 LPA, 86 88, 91, 148 151 LSP, 68, 135, 239, 241 243 MAC, 159, 174, 180 183, 186, 209, 246 248, Machine learning, 204 Management hierarchy, see also Clustering, 18, 89 91, 96, 147 149, 151, 256, 264, 283 Management Information Base, see MIB Management plane, 10, 36, 42, 159 MANET con guration functions, 179 206 features, 8 11 management requirements, 17 19 overview, 7 8 reference architecture, 140 141 security considerations, 141 142 manet IETF working group, 10, 188 Manned platform, 140 142, 346 Markov Decision Processes, 212, 217 MBAC, 287 288 MCF, 302 303, 308 MD5, 337 338 Measurement Based Admission Control, see MBAC

Figure 7-12: tripping zones of the directional protection for phases 1 and 3 with a characteristic angle = 45

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For Freud, personality is seen as a war of attrition fought by three generals As the executive branch of the personality, the ego must balance and mediate between constraints on all sides On the one hand, the id, upwelling from below, is always percolating, yearning for gratification On the other hand, the prohibitions of the superego prevent its desires from being directly satisfied For this reason, the psychoanalytic perspective is often regarded as intrinsically pessimistic: Human beings are said to exist in a state of perpetual conflict between the needs and constraints of various parts of the personality We can endure, but we cannot escape Many of the personality disorders are in exactly this situation Avoidant personalities, for example, deeply desire close connectedness to others, but also feel a sense of shame about themselves so profound that very few such relationships are possible.

subject areas that are further and further removed from the organization s intended focus. This can be both good and bad. Good because it is evidence that the group has become comfortable with conversing through the medium. Good because it raises the possibility of serendipitous discoveries and out-of-the-box thinking. Bad because it can result in too much extraneous information and too much time spent in activities that are not helpful to the organization. Informal conversation is often the source of key knowledge nuggets that don t come to the surface when the conversation is tightly controlled. But a strategic plan for knowledge networking must include provisions for prioritizing activities that answer the organization s most pressing needs. The design of the interface and the organization of its content, combined with the training and assignments of knowledge community leaders and editors, should provide sufficient guidance to prevent the knowledge network from becoming a home for trivial chat and wasted time in the workplace.

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system, which put it in the category of asynchronous message boards Members read the messages left on the system in its various boards or conferences and, when motivated to do so, wrote responding messages for others to read Asychronicity means that WELL members didn t have to be online at the same time to converse A response to a message might come in the next minute or the next month A conversation might be displayed on the WELL for years In fact, some historical conversations from 1986 can still be read today in the WELL s Archive conference Because members were permitted access to the operating system the software layer that supported Picospan the WELL was considered an open installation, where members with programming skills could build features and utilities for their own use or for the benefit of the community as a whole.

Thus, the more the system was used, the more its users were able to improve upon its original features and operations One member wrote and donated the first user s manual Another built the equivalent of today s instant messaging tools, allowing members who were logged in at the same time to communicate in real time, lending a greater sense of presence to their conversation Another built a tool that allowed members to blank out or ignore the messages posted by other members who irritated them in some way Called a bozo filter, its availability improved the perceived quality of online life while having a deterrent effect on behaviors intended to be abrasive Thus, the environment of the WELL could be customized to fit the needs of its users, making it more useful, more appealing, and more consistent with the ways they managed relationships in the F2F world.

Instead, avoidants retreat into a shell where they can at least be alone with their humiliating defects and deficiencies Compulsive and negativistic personalities wrestle with issues related to the obedience versus defiance of authority Compulsives express this conflict passively by overconforming to internalized superego demands; on the surface, they appear normal and in control, but beneath, they are taut, anxious, and ever circumspect of their own conduct In contrast, the negativistic personality, formerly called the passive-aggressive, expresses conflict actively by vacillating between loyalty and insubordinate sabotage Knowing the outcomes that others seek, they work subtly within the system to bring the plans of others to ruin or at least cause them great frustration Only a subset of the antisocial personality, the psychopath, escapes conflict.

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