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It may be that most people go through phases during their lives when they are more or less physically active, and it is therefore unrealistic to expect lifelong behavioral stability Interventions to increase lifestyle physical activity must be supported by empirical research on the correlates of naturally occurring change in physical activity We must address differences and similarities between mediators and moderators of lifestyle physical activity and regular exercise, and among exercise modes and prescriptions We need to understand how perceptions and preferences for types of activities and intensities are formed and if they influence.

Figure 15-14 shows a slightly more sophisticated version of this example. In this case, the user can choose which data will appear in the chart; this version also includes an option to export the chart as a GIF file.

the boss, in informed acquiescence cultures everyone defers to the rules. Rules try to present an objective and fair guide for all behavior. These cultures tend to create organizational hierarchies based on expertise and function, promoting the most quali ed to management roles where they manage by top-down decision making. Managers try to act consistently (and rationally) within the rules. The responsibility for monitoring fealty to the rules falls to a discrete organizational unit, often legal counsel or compliance of cers, charged with training and monitoring compliance. Informed acquiescence relies on a reward and punishment structure to motivate people, and people follow because they see compliance to be in their own best interest. This central self-interest factor places informed acquiescence cultures in the center of the behavioral spectrum between internal and external control. People acquiesce to what is asked of them because they are primarily motivated by personal success, and they see doing what has been asked as a high-value step toward that goal. Leaders and managers in these cultures use carrotsand-sticks methods to motivate desired behavior. Self-governing cultures nd their engine of behavior in values and principles. Values and principles are the source of inspiration, and when we are guided by them or acting on their behalf we believe in what we are doing and nd signi cance within the effort. On the spectrum from internal to external behavioral control, self-governance relies on the internal resources of the individual for much of its power. Authority accrues to individuals in accordance with their alignment with group core values,

key Ki,n1 that is used to authenticate the packet in the key chain of time interval Ii If the packets that disclose Ki,n1 are lost, the sensor node then has no way to authenticate this packet As a result, a sensor node may not be able to authenticate a stored message even if it receives some key disclosure messages later In contrast, with mTESLA a receiver can authenticate a stored message as long as it receives a later key Second, if CDMi 2 does not reach a sensor node, the node will not be able to use the key chain kKi,0 l for authentication during the entire time interval Ii , which is usually pretty long (to make the high-level key chain short) To address the rst problem, we further connect the low-level key chains to the high-level one.

N OT E There are different complexities or levels in which a grammar can be built. The higher the level of the grammar, the more it looks like the specified language and the greater the chance it will go undetected by scanning programs.

3%, respectively) and women s lacrosse and swimming teams (16% and 13%, respectively) These data suggest that certain groups of athletes are more at risk for steroid use than.