This brief systematically examines the trackback problem and its interaction with low-latency anonymous communication. First, it provides an overview of the common techniques a network-based attack may use to hide its origin and identity. Then the authors explore the MIX-based anonymity and the building blocks of low-latency anonymous communication. Later chapters offer a comprehensive study of the timing attacks on low-latency anonymous communication, and analyze the fundamental limitations of low-latency anonymous communication from the perspective of timing-based covert channel. Suitable for professionals and researchers, Traceback and Anonymity is a close look at a key aspect of cyber security studies. Advanced-level students interested in cyber security techniques or networking will also find the content valuable.

As 21st century educators grapple with new and unprecedented challenges, schools and districts require a model of change leadership that responds to shifting environmental realities. Deep Change Leadership aims to give leaders pragmatic ways to spark change in education. Author Douglas Reeves offers up a model that departs from traditionally held beliefs and instead embraces engagement, inquiry, and focused action. Use this resource to set in motion effective change initiatives: Explore the principal impediments to effective change leadership, including fragmentation and the myth of universal buy-in. Learn the means by which you can gauge your and your school's or district's readiness for change. Study the characteristics of deep change leadership, which involves deciding what does not change, supplementing passion with purpose, and narrowing your focus. Discover how to make sound course corrections and avoid mistakes in change leadership. Understand real results in terms of both outcomes and causes. Contents: Acknowledgments Table of Contents About the Author Introduction Part 1: The Change Imperative Chapter 1: Realizing the Need for a New Model of Change Chapter 2: Understanding the Pain Inherent in Change Chapter 3: Exposing the Myth of Buy-In Chapter 4: Exploring Change Expectance and Readiness Part 2: The New Model of Change Leadership Deciding What Does Not Change Combining Passion and Purpose Reining In Your Focus Part 3: The Path Ahead Chapter 8: Making Course Corrections Chapter 9: Anticipating Mistakes in Change Leadership Chapter 10: Identifying Real Results Chapter 11: Building a Team of Change Leaders Epilogue: Iceberg Ahead References and Resources Index

With foreword by Michael Fullan Within 100 days, schools have dramatically increased student achievement, transformed faculty morale and school culture, reduced discipline issues, and much more. Begin leading focused, meaningful change in your own school with the support of 100-Day Leaders by Douglas Reeves and Robert Eaker. Using this book to guide your school improvement plan, you will learn how to achieve a series of short-term wins that combine to form long-term success. Begin a 100-day action plan for educational leadership to effect significant school improvement: Become familiar with the 100-day leadership plan and the six stages of implementation. Understand the importance of a collaborative culture in creating strong leadership in schools. Develop an understanding of high-leverage leadership techniques and strategic planning. Study the personality traits and leadership qualities that support successful change management and school improvement. Access reproducible rubrics that can be used to measure progress of the 100-day leadership action plan and your school leadership development. Contents: Acknowledgments About the Authors Foreword Introduction: Why One Hundred Days? Part 1: Exploring 100-Day Leadership Chapter 1: Why Before How Chapter 2: The Six Steps of 100-Day Leadership Chapter 3: The 100-Day Leader in Action Part 2: Creating the Environment for Success Chapter 4: A Strong Foundation Chapter 5: How to Begin From Within Appendix References and Resources Index

This is the loving story of Constance Douglas Reeves and her husband, Jack Reeves. He was a rodeo cowboy and rancher, while she was a stable owner, riding instructor and wife. Together they managed ranches for Lyndon Baines Johnson and she spent more than a half-century teaching girls horsemanship at Waldemar Camp. The Depression ruined Connie's plans to practice law. Instead, in 1936, she joined the staff at Waldemar as head riding instructor and continued in that capacity for over sixty years. She touched the lives of thousands of young women as a role model and a mentor. Connie married in 1942 and with her husband managed a 10,000 plus acre ranch for more than forty years. In 1997 she was inducted into the National Cowgirl Hall of Fame.