[User] <image>

[User] Parse this mind map and present its content in a structured way.

[Assistant] <s_map><s_node-0><s_text>Ideas for using Mind Mapping in Schools</s_text><s_node-1><s_text>School</s_text><s_node-2><s_text>Planning</s_text><s_node-3><s_text>Whole school (SIP)</s_text><sep/><s_text>Development</s_text><sep/><s_text>Curricula</s_text><sep/><s_text>Departments</s_text><sep/><s_text>Trips</s_text><sep/><s_text>Insets</s_text></s_node-3><sep/><s_text>Management</s_text><s_node-3><s_text>Objective setting</s_text><sep/><s_text>Performance reviews</s_text><sep/><s_text>Clarifying responsibilities</s_text></s_node-3><sep/><s_text>Communication</s_text><s_node-3><s_text>Between teachers</s_text><sep/><s_text>Between departments</s_text><sep/><s_text>Displays</s_text><sep/><s_text>Meetings</s_text></s_node-3><sep/><s_text>Problems</s_text><s_node-3><s_text>Investigation</s_text><sep/><s_text>Solving</s_text></s_node-3></s_node-2><sep/><s_text>Professional Development</s_text><s_node-2><s_text>Sharing learning</s_text><sep/><s_text>Modelling best practice!</s_text><s_node-3><s_text>note-taking</s_text><sep/><s_text>reviews</s_text></s_node-3><sep/><s_text>maximising learning</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Students</s_text><s_node-2><s_text>Collaborating</s_text><s_node-3><s_text>projects</s_text></s_node-3><sep/><s_text>Note-taking</s_text><s_node-3><s_text>efficient</s_text><sep/><s_text>effective</s_text></s_node-3><sep/><s_text>Revision</s_text><sep/><s_text>Clarify</s_text><s_node-3><s_text>enhance understanding</s_text></s_node-3><sep/><s_text>Planning</s_text><s_node-3><s_text>work</s_text><s_node-4><s_text>essays</s_text><sep/><s_text>assignments</s_text><sep/><s_text>exam answers</s_text><sep/><s_text>course work</s_text></s_node-4><sep/><s_text>studying for exams</s_text></s_node-3></s_node-2><sep/><s_text>Teaching</s_text><s_node-2><s_text>Lesson</s_text><s_node-3><s_text>Planning</s_text><sep/><s_text>Preparation</s_text><sep/><s_text>Review</s_text></s_node-3><sep/><s_text>Curriculum</s_text><s_node-3><s_text>Planning</s_text></s_node-3><sep/><s_text>In the classroom</s_text><s_node-3><s_text>Subject overviews</s_text><sep/><s_text>Reviews</s_text><sep/><s_text>Handouts</s_text><s_node-4><s_text>Skeleton</s_text><sep/><s_text>Comprehensive</s_text></s_node-4><sep/><s_text>Schemas</s_text><s_node-4><s_text>Mental Models</s_text></s_node-4><sep/><s_text>Enhance understanding</s_text><s_node-4><s_text>Big picture</s_text><sep/><s_text>Detail</s_text></s_node-4></s_node-3><sep/><s_text>Student</s_text><s_node-3><s_text>Understanding</s_text><sep/><s_text>Assessment</s_text><s_node-4><s_text>progress</s_text><sep/><s_text>work</s_text></s_node-4></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>Les Menaces de la Corée du Nord</s_text><s_node-1><s_text>Fiche Technique</s_text><s_node-2><s_text>République Populaire Démocratique de Corée</s_text><s_node-3><s_text></s_text><s_node-4><s_text>24 457 492 habitants</s_text><sep/><s_text>Secrétaire général du parti: Kim Jong-un</s_text></s_node-4><sep/><s_text>Régime totalitaire à parti unique</s_text><sep/><s_text>État communiste</s_text></s_node-3><sep/><s_text>Indépendance: 1948</s_text><s_node-3><s_text>Fin du contrôle du Japon au dénouement de la guerre de 1945</s_text><sep/><s_text>République démocratique populaire</s_text><sep/><s_text>Régime autoritaire sous Kim II-Sung</s_text></s_node-3><sep/><s_text>1950-1953: Invasion de la Corée du Sud</s_text><s_node-3><s_text>l'ONU intervient</s_text><sep/><s_text>Appui de la Chine populaire</s_text></s_node-3><sep/><s_text>Modèle de développement</s_text><s_node-3><s_text>Socialiste</s_text><sep/><s_text>Autosufficance impossible</s_text><sep/><s_text>économie chancelante</s_text></s_node-3><sep/><s_text>Dispose de l'arme nucléaire</s_text></s_node-2><sep/><s_text>Provocations</s_text><s_node-2><s_text>Menaces militaires</s_text><s_node-3><s_text>Vidéo de propagandes</s_text><s_node-4><s_text>Maison Blanche et Congres en flamme</s_text></s_node-4><sep/><s_text>Annonces</s_text><s_node-4><s_text>Réponses militaire à toute attaque</s_text><sep/><s_text>Menaces de guerre</s_text></s_node-4></s_node-3><sep/><s_text>Les facteurs</s_text><s_node-3><s_text>Renforcement des sanctions de l'ONU</s_text><s_node-4><s_text>12 Février 2013</s_text><sep/><s_text>3ème essai nucléaire</s_text></s_node-4><sep/><s_text>Exercice militaire commun</s_text><s_node-4><s_text>Américain</s_text><sep/><s_text>Coréens du Sud</s_text></s_node-4><sep/><s_text>Transition des pouvoirs régionaux (Chine, Corée du Sud)</s_text><s_node-4><s_text>Pas de réponse aux menaces</s_text></s_node-4><sep/><s_text>Les USA n'entrent pas dans le jeu de la provocation</s_text></s_node-3><sep/><s_text>Les risques</s_text><s_node-3><s_text>Puissance militaire Nord Coréenne</s_text><s_node-4><s_text>Pas en mesure d'atteindre les États-Unis</s_text><sep/><s_text>Mais le Japon et la Corée du Sud</s_text></s_node-4><sep/><s_text>Simple effet d'annonce</s_text></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Les visites de personnalités américaine</s_text><s_node-2><s_text>Le régime veut évoluer sur le plan économique</s_text><s_node-3><s_text>Toute visite est un cadeau</s_text><sep/><s_text>Prestige personnel</s_text><sep/><s_text>Conforter le régime</s_text></s_node-3><sep/><s_text>Objectif principale</s_text><s_node-3><s_text>Entamer des négociations directes avec les États-Unis</s_text><sep/><s_text>Obtenir la garantie qu'ils ne vont pas les attaquer</s_text></s_node-3><sep/><s_text>Faire passer des messages</s_text><s_node-3><s_text>Diplomatie non-officielle</s_text><sep/><s_text>Basketteur Denis Rodman : "Je voudrais qu'Obama me téléphone"</s_text><sep/><s_text>Eric Schmidt (PDG de Google)</s_text></s_node-3></s_node-2><sep/><s_text>La position de la Chine</s_text><s_node-2><s_text>Mauvaise stratégie</s_text><s_node-3><s_text>Rapprochement des États-Unis avec son allié Sud-Coréen</s_text><sep/><s_text>Renforce la présence des forces militaires dans la région</s_text></s_node-3><sep/><s_text>Économie</s_text><s_node-3><s_text>Favorable au développement de la Corée du Nord</s_text><sep/><s_text>Multiplication des échanges</s_text><sep/><s_text>Seul partenaire de la Corée du Nord</s_text><s_node-4><s_text>Image négative pour la Chine</s_text></s_node-4></s_node-3><sep/><s_text>Les limites</s_text><s_node-3><s_text>1er partenaire économique sur tous les plans</s_text><s_node-4><s_text>Assure la survie du régime</s_text><sep/><s_text>Moyen de pression redoutable</s_text></s_node-4><sep/><s_text>A voté des sanctions contre la Corée</s_text><sep/><s_text>Ces pressions seront-elles efficaces ou pas ?</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Organize the content of this mind map into structured textual information.

[Assistant] <s_map><s_node-0><s_text>Les fonctions grammaticales</s_text><s_node-1><s_text>Sujet</s_text><s_node-2><s_text>Il dirige le verbe.</s_text><sep/><s_text>Qui fait l'action du verbe ?</s_text><sep/><s_text>Jules César dirige Rome.</s_text><s_node-3><s_text>Qui dirige Rome ?</s_text><sep/><s_text>Jules César = sujet du verbe "dirige"</s_text></s_node-3></s_node-2><sep/><s_text>Attribut du sujet</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Donne une information sur le sujet</s_text><sep/><s_text>Se trouve à droite du verbe</s_text><sep/><s_text>TOUJOURS introduit par un VERBE D'ETAT</s_text><s_node-4><s_text>être</s_text><sep/><s_text>sembler</s_text><sep/><s_text>paraître</s_text><sep/><s_text>demeurer</s_text><sep/><s_text>devenir</s_text><sep/><s_text>rester</s_text><sep/><s_text>avoir l'air</s_text><sep/><s_text>etc.</s_text></s_node-4></s_node-3><sep/><s_text>Jules César est un grand général romain.</s_text><s_node-3><s_text>"est" est un verbe d'état</s_text><sep/><s_text>un grand général romain = attribut du sujet</s_text></s_node-3></s_node-2><sep/><s_text>Apostrophe</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Permet d'interpeller.</s_text><sep/><s_text>Est souvent suivie d'une virgule ou d'un point d'exclamation.</s_text></s_node-3><sep/><s_text>Ô Jules César, je t'honore !</s_text><s_node-3><s_text>Ô Jules César = apostrophe.</s_text></s_node-3></s_node-2><sep/><s_text>Complément du Nom</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Complète un NOM</s_text><sep/><s_text>Est introduit par une PREPOSITION</s_text><s_node-4><s_text>c'est sur, Adam part pour Anvers avec 200 sous.</s_text><sep/><s_text>chez - sur - à - dans - par - pour - en -vers - avec -de - sans -sous</s_text></s_node-4><sep/><s_text>A droite du NOM qu'il complète</s_text><sep/><s_text>Apporte une précision supplémentaire au nom qu'il complète</s_text></s_node-3><sep/><s_text>Le lieutenant de Jules César.</s_text><s_node-3><s_text>"Le lieutenant" est un nom</s_text><sep/><s_text>"de" est une préposition</s_text><sep/><s_text>de Jules César = complément du nom "Le lieutenant"</s_text></s_node-3></s_node-2><sep/><s_text>Complément d'Objet</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Complète un verbe d'ACTION</s_text></s_node-3><sep/><s_text>Complément d'Objet Direct</s_text><s_node-3><s_text>Est introduit DIRECTEMENT par le verbe</s_text><sep/><s_text>Quoi ? Qui ?</s_text><sep/><s_text>Jules César dirige son armée.</s_text><s_node-4><s_text>Jules César dirige quoi ?</s_text><sep/><s_text>"son armée" = COD</s_text></s_node-4></s_node-3><sep/><s_text>Complément d'Objet Indirect</s_text><s_node-3><s_text>Est introduit par une PREPOSITION, donc INDIRECTEMENT</s_text><sep/><s_text>A quoi ? A qui ?</s_text><sep/><s_text>Jules César parle à son lieutenant.</s_text><s_node-4><s_text>Jules César parle à qui ?</s_text><sep/><s_text>"à son lieutenant" = COI</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Complément Circonstanciel</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Ajoute une information circonstancielle à une phrase.</s_text><s_node-4><s_text>temps</s_text><sep/><s_text>lieu</s_text><sep/><s_text>manière</s_text><sep/><s_text>etc.</s_text></s_node-4><sep/><s_text>Peut le plus souvent être</s_text><s_node-4><s_text>déplacé</s_text><sep/><s_text>supprimé</s_text></s_node-4></s_node-3><sep/><s_text>Pendant la guerre des Gaules, Jules César dirigea une puissante armée.</s_text><s_node-3><s_text>"Pendant la guerre des Gaules" peut être supprimé/déplacé.</s_text><sep/><s_text>"Pendant la guerre des Gaules" = CC</s_text></s_node-3></s_node-2><sep/><s_text>Légende</s_text><s_node-2><s_text></s_text><s_node-3><s_text>Définition</s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>Question</s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>Exemple</s_text><sep/><s_text></s_text><s_node-4><s_text>Analyse de l'exemple</s_text></s_node-4></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Convert this mind map into a clear structured data format.


[User] <image>

[User] Please list in detail the topics, subtopics, and their connections in the mind map.

[Assistant] <s_map><s_node-0><s_text>Las 7 Maravillosas del Mundo  ANTIGUAS</s_text><s_node-1><s_text>Las pirámides de Kheops</s_text><s_node-2><s_text>Gizeh en Egipto</s_text><sep/><s_text>Única maravilla antigua todavía visible</s_text><sep/><s_text>Tumba del faraón Kheops</s_text><s_node-3><s_text>dinastía IV</s_text></s_node-3><sep/><s_text>137 m de altura</s_text><sep/><s_text>Cerca de 2560 antes de J.C</s_text><s_node-3><s_text>la más antigua de las maravillas antiguas</s_text><sep/><s_text>4500 Años</s_text></s_node-3></s_node-2><sep/><s_text>Los Jardines suspendidos de Babilonia</s_text><s_node-2><s_text>Irak actual</s_text><sep/><s_text>Jardín botánico</s_text><s_node-3><s_text>Varios pisos en terrazas</s_text></s_node-3><sep/><s_text>Mesopotamia</s_text><s_node-3><s_text>Ciudad de Babilonia</s_text><sep/><s_text>50 km al Sur de Bagdad</s_text></s_node-3><sep/><s_text>Construido por el rey Nabuchodonosor II</s_text><s_node-3><s_text>para su esposa Semiramis de Médie</s_text></s_node-3><sep/><s_text>600 antes de J.C</s_text></s_node-2><sep/><s_text>La estatua de Zeus</s_text><s_node-2><s_text>Grecia Actual</s_text><sep/><s_text>Estatua de oro y de marfíl</s_text><sep/><s_text>Olimpia</s_text><sep/><s_text>Escultora atheniense Phidias</s_text><sep/><s_text>436 antes de J.C</s_text></s_node-2><sep/><s_text>El Templeo de Arthémis</s_text><s_node-2><s_text>Turquía actual</s_text><sep/><s_text>1er banco del mundo</s_text><s_node-3><s_text>Posibilidad de ingresar dinero y recuperarlo con interés más tarde.</s_text></s_node-3><sep/><s_text>Ciudad de Ephèse</s_text><s_node-3><s_text>Actual ciudad de Selçuk</s_text></s_node-3><sep/><s_text>137 m de altura y 71 m de ancho</s_text><sep/><s_text>Construida una primera vez en 560 antes de J.C</s_text><s_node-3><s_text>Por Theodore de Samos</s_text></s_node-3><sep/><s_text>Incendiado en 353 antes de J.C</s_text><s_node-3><s_text>Por el rey Erostrate</s_text></s_node-3><sep/><s_text>Reconstruida a mitad del siglo IV antes de J.C</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>El Mausoleo de Halicarnasse</s_text><s_node-2><s_text>Turquía actual</s_text><s_node-3><s_text>Halicarnasse = actual ciudad de Bodrum</s_text></s_node-3><sep/><s_text>Tumba del rey Mausole</s_text><s_node-3><s_text>Murio en 353 antes de J.C</s_text><sep/><s_text>Origen de la palabra "mausoleo"</s_text></s_node-3><sep/><s_text>Imperio Persa</s_text><sep/><s_text>Realizado por 4 escultoras griegas</s_text><sep/><s_text>45 m de altura</s_text><sep/><s_text>350 antes de J.C</s_text></s_node-2><sep/><s_text>La estatua de Bronce de Hélios</s_text><s_node-2><s_text>Grecia actual</s_text><sep/><s_text>Estatua de bronce</s_text><sep/><s_text>Coloso de Rhodes</s_text><s_node-3><s_text>Isla de Rhodes</s_text></s_node-3><sep/><s_text>Obra de Charés de Lindos</s_text><sep/><s_text>+ de 30 m de altura</s_text><sep/><s_text>292 antes de J.C</s_text><sep/><s_text>Destruida por un terremoto</s_text><s_node-3><s_text>226 antes de J.C</s_text></s_node-3></s_node-2><sep/><s_text>El faro de Alejandría</s_text><s_node-2><s_text>Egipto</s_text><sep/><s_text>Guió a los marinos durante 17 siglos</s_text><sep/><s_text>Isla de Pharaos</s_text><s_node-3><s_text>Actualmente: Puerto de Qaitbay</s_text><sep/><s_text>Origen de la palabra faro</s_text></s_node-3><sep/><s_text>Construido por el Rey Ptolémée Iero</s_text><sep/><s_text>135 m de altura</s_text><sep/><s_text>Siglo 3 antes de J.C</s_text><s_node-3><s_text>Fecha exacta desconocida</s_text></s_node-3><sep/><s_text>Desaparición al siglo 14</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Please list in detail the topics, subtopics, and their connections in the mind map.

[Assistant] <s_map><s_node-0><s_text>Project Dashboard</s_text><s_node-1><s_text>Project  Charter</s_text><s_node-2><s_text>Problem/Opportunity</s_text><s_node-3><s_text>What problem or opportunity is this project solving?</s_text></s_node-3><sep/><s_text>Goal</s_text><s_node-3><s_text>What is the overall goal of the project?</s_text></s_node-3><sep/><s_text>Objectives</s_text><s_node-3><s_text>What individual objectives as whole lead to the attainment of the goal?</s_text><sep/><s_text>1</s_text><sep/><s_text>2</s_text><sep/><s_text>3+</s_text></s_node-3><sep/><s_text>Success Criteria</s_text><s_node-3><s_text>List specific, measurable success criteria</s_text><sep/><s_text>1</s_text><sep/><s_text>2</s_text><sep/><s_text>3</s_text><sep/><s_text>4</s_text><sep/><s_text>5</s_text></s_node-3><sep/><s_text>Risks</s_text><s_node-3><s_text>What risks may prevent goal attainment?</s_text><sep/><s_text>1</s_text><sep/><s_text>2</s_text><sep/><s_text>3+</s_text></s_node-3><sep/><s_text>Assumptions</s_text><s_node-3><s_text>What has been assumed that makes the goal attainable?</s_text><sep/><s_text>1</s_text><sep/><s_text>2</s_text><sep/><s_text>3+</s_text></s_node-3><sep/><s_text>Constraints</s_text><s_node-3><s_text>What constraints must be considered for this project?</s_text><sep/><s_text>1</s_text><sep/><s_text>2</s_text><sep/><s_text>3+</s_text></s_node-3></s_node-2><sep/><s_text>Project Plan</s_text><s_node-2><s_text>Initiation Stage</s_text><sep/><s_text>Design and Development</s_text><sep/><s_text>Testing and Deployment</s_text><sep/><s_text>Closure</s_text><sep/><s_text>Project Complete</s_text></s_node-2><sep/><s_text>Organizational  Chart</s_text><s_node-2><s_text>Resource 1</s_text><sep/><s_text>Resource 2</s_text><sep/><s_text>Resource 3</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Project Artifacts</s_text><sep/><s_text>Budget Overview</s_text><s_node-2><s_text>Salaries</s_text><sep/><s_text>Travel</s_text><sep/><s_text>Supplies</s_text><sep/><s_text>Events</s_text><sep/><s_text>Communications</s_text><sep/><s_text>Technology</s_text><sep/><s_text>Other</s_text></s_node-2><sep/><s_text>Status [Date]</s_text><s_node-2><s_text>Schedule</s_text><sep/><s_text>Budget</s_text><sep/><s_text>Risks</s_text><sep/><s_text>Issues</s_text></s_node-2><sep/><s_text>Tips:</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Identify and output all the nodes and their interconnections in this mind map image.

[Assistant] <s_map><s_node-0><s_text>Negociacion</s_text><s_node-1><s_text>Negociacion basada en Principios (Harvard)</s_text><s_node-2><s_text>El problema</s_text><s_node-3><s_text>Negociar con base en posiciones</s_text><s_node-4><s_text>De que manera?</s_text><s_node-5><s_text>Dura (con el problema y con las personas)</s_text><sep/><s_text>Suave (con el problema y con las personas)</s_text></s_node-5><sep/><s_text>Desventajas</s_text><s_node-5><s_text>Es ineficiente</s_text><sep/><s_text>Pone en peligro la relacion</s_text><sep/><s_text>Si hay muchas partes es aun peor</s_text><sep/><s_text>Se amable no es la solucion</s_text></s_node-5><sep/><s_text>Alternativa?</s_text><s_node-5><s_text>Negociacion basada en principios</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Negociacion basada en principios</s_text><s_node-3><s_text>1 - Separe las personas del problema</s_text><s_node-4><s_text>Los negociadores son personas</s_text><sep/><s_text>Intereses</s_text><s_node-5><s_text>Tipos</s_text><s_node-6><s_text>Sustancial</s_text><sep/><s_text>Relacion (para negociaciones futuras)</s_text></s_node-6><sep/><s_text>Separe la relacion de lo sustancial</s_text><sep/><s_text>La relacion tiende a confundirse con el problema</s_text></s_node-5><sep/><s_text>Percepcion</s_text><s_node-5><s_text>Comprenda como piensa la otra parte</s_text><sep/><s_text>Pongase en el lugar del otro</s_text><sep/><s_text>No suponga que lo que usted teme es lo que la otra parte va a proponer</s_text><sep/><s_text>No los culpe por su problema</s_text><sep/><s_text>Comente sus percepciones, y proponga que lo hagan</s_text><sep/><s_text>Haga que sus propuestas sean consistentes con sus valores</s_text><sep/><s_text>Busque oportunidades de ser inconsistente con lo que piensan de usted</s_text><sep/><s_text>Haga que les interese el resultado haciendolos participar</s_text></s_node-5><sep/><s_text>Emocion</s_text><s_node-5><s_text>Reconozca las emociones (suyas y de la otra parte)</s_text><sep/><s_text>Comente sus emociones y sentimientos</s_text><sep/><s_text>Intente que la otra parte haga lo mismo</s_text><sep/><s_text>No reaccione ante un estallido emocional</s_text><sep/><s_text>Use gestos simbolicos</s_text></s_node-5><sep/><s_text>Comunicacion</s_text><s_node-5><s_text>Problemas posibles?</s_text><s_node-6><s_text>Que la otra parte hable para impresionar a terceros</s_text><sep/><s_text>Que la otra parte lo este ignorando</s_text><sep/><s_text>Que haya malos entendidos</s_text></s_node-6><sep/><s_text>Escuche atentamente, y reconozca lo que dicen</s_text><sep/><s_text>Hable con el fin de que se le entienda</s_text><sep/><s_text>Hable sobre usted mismo, no sobre ellos</s_text><sep/><s_text>Sea concreto, puntual</s_text></s_node-5><sep/><s_text>Es mejor prevenir</s_text><s_node-5><s_text>Establezca una relacion de trabajo</s_text><sep/><s_text>Enfrentese con el problema, no con las personas</s_text></s_node-5></s_node-4><sep/><s_text>2 - Concentrese en los intereses, no en sus posiciones</s_text><s_node-4><s_text>Intente conciliar intereses, no posiciones</s_text><s_node-5><s_text>Los intereses definen el problema</s_text><sep/><s_text>Tras posiciones opuestas hay intereses</s_text><s_node-6><s_text>Compartidos</s_text><sep/><s_text>Compatibles</s_text></s_node-6></s_node-5><sep/><s_text>Como se identifican los intereses?</s_text><s_node-5><s_text>Pregunte: porque ... ?</s_text><sep/><s_text>Pregunte: porque no ... ?</s_text><sep/><s_text>Existen multiples intereses</s_text><sep/><s_text>Los intereses mas poderosos son las necesidades humanas</s_text><s_node-6><s_text>Economico</s_text><sep/><s_text>Seguridad</s_text><sep/><s_text>Reconocimiento</s_text></s_node-6><sep/><s_text>Haga una lista</s_text></s_node-5><sep/><s_text>La discusion sobre los intereses</s_text><s_node-5><s_text>Comente sus intereses</s_text><sep/><s_text>Los intereses de ellos son parte del problema</s_text><sep/><s_text>Exprese el problema antes que su solucion</s_text><sep/><s_text>Mire hacia adelante (futuro), no hacia atras (pasado)</s_text><sep/><s_text>Sea concreto, pero flexible</s_text><sep/><s_text>Sea duro con el problema, pero suave con las personas</s_text></s_node-5></s_node-4><sep/><s_text>3 - Genere opciones de mutuo beneficio</s_text><s_node-4><s_text>Diagnostico (obstaculos)</s_text><s_node-5><s_text>Juicio prematuro</s_text><sep/><s_text>Buscar una sola respuesta (final prematuro)</s_text><sep/><s_text>El supuesto de un pastel de tamaño fijo</s_text><sep/><s_text>La creencia de que el problema es del otro</s_text></s_node-5><sep/><s_text>Remedio</s_text><s_node-5><s_text>Separe la invencion de la desicion</s_text><s_node-6><s_text>Tormenta de ideas</s_text></s_node-6><sep/><s_text>Amplie sus opciones</s_text><s_node-6><s_text>Vaya de lo especifico a lo general, y viceversa</s_text><sep/><s_text>Mire a traves de los ojos de varios expertos</s_text><sep/><s_text>Fraccione el problema en partes mas faciles de manejar</s_text><sep/><s_text>Cambie el alcance del acuerdo</s_text><s_node-7><s_text>Separe en partes</s_text><sep/><s_text>Modifique la cantidad de asuntos</s_text><sep/><s_text>Modifique los plazos</s_text></s_node-7></s_node-6><sep/><s_text>Busque el beneficio mutuo</s_text><s_node-6><s_text>Identifique intereses comunes</s_text><sep/><s_text>Complemente intereses diferentes</s_text><sep/><s_text>Pregunteles que prefieren</s_text></s_node-6><sep/><s_text>Haga que sea facil para la otra parte decidir</s_text><s_node-6><s_text>Quienes son "la otra parte"?</s_text><sep/><s_text>Que desicion?</s_text><sep/><s_text>Piende que le criticarian (a la otra parte) si aceptara su propuesta</s_text></s_node-6></s_node-5></s_node-4><sep/><s_text>4 - Utilize criterios objetivos</s_text><s_node-4><s_text>La necesidad de usarlos</s_text><s_node-5><s_text>Produce acuerdos en forma amistosa y eficiente</s_text></s_node-5><sep/><s_text>Identificacion</s_text><s_node-5><s_text>Criterios equitativos (para juzgar el asunto de fondo)</s_text><s_node-6><s_text>Valor de mercado</s_text><sep/><s_text>Leyes</s_text><sep/><s_text>Uno divide, el otro elige</s_text></s_node-6><sep/><s_text>Procedimientos equitativos (para resolver el conflicto de intereses)</s_text></s_node-5><sep/><s_text>La negociacion</s_text><s_node-5><s_text>Formule cada aspecto como una busqueda conjunta</s_text><sep/><s_text>Escuche razones</s_text><sep/><s_text>Nunca ceda ante la presion, si ante los principios</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Si de acuerdo, pero...</s_text><s_node-3><s_text>Si son mas poderosos?</s_text><s_node-4><s_text>Encuentre su Maan</s_text><sep/><s_text>Protegerse</s_text><s_node-5><s_text>Los costos de utilizar un minimo</s_text><sep/><s_text>Conozca su MAAN</s_text><sep/><s_text>La inseguridad de un MAAN desconocido</s_text><sep/><s_text>Formule un sistema de alarma</s_text></s_node-5><sep/><s_text>Utilizacion maxima de sus ventajas</s_text><s_node-5><s_text>Mientras mejor sea nuestro MAAN, mayor sera nuestro poder</s_text><sep/><s_text>Tenga en cuenta el MAAN de la otra parte</s_text></s_node-5></s_node-4><sep/><s_text>Si no entran en el juego?</s_text><s_node-4><s_text>El Jujitsu de la negociacion</s_text><s_node-5><s_text>No ataque la posicion del otro, mire detras de ella</s_text><sep/><s_text>No defienda sus propias ideas, pida que lo critiquen y asesoren</s_text><sep/><s_text>Convierta un ataque contra usted en un ataque al problema</s_text><sep/><s_text>Pregunte y haga una pausa</s_text><sep/><s_text>Haga las preguntas indicadas (Ver ej de agencia Jones)</s_text></s_node-5><sep/><s_text>Procedimiento con un texto unico</s_text></s_node-4><sep/><s_text>Si juegan sucio?</s_text><s_node-4><s_text>Tacticas engañosas</s_text><s_node-5><s_text>Informacion falsa (mentiras)</s_text><sep/><s_text>Engaño deliberado (distorsion de las cosas)</s_text><sep/><s_text>Autoridad ambigua (aprobacion de otra persona)</s_text><sep/><s_text>Promesas poco creibles</s_text><sep/><s_text>Algo menos que toda la verdad no es una mentira</s_text></s_node-5><sep/><s_text>Guerra psicologica</s_text><s_node-5><s_text>Situaciones tensas</s_text><sep/><s_text>Ataques personales</s_text><sep/><s_text>Juego del bueno y del malo</s_text><sep/><s_text>Amenazas</s_text></s_node-5><sep/><s_text>Tacticas de presion</s_text><s_node-5><s_text>Negativa a negociar</s_text><sep/><s_text>Exigencias exageradas</s_text><sep/><s_text>Exigencias crecientes</s_text><sep/><s_text>Tacticas de atrincheramiento</s_text><sep/><s_text>El socio inamobible</s_text><sep/><s_text>Demoras premeditadas</s_text><sep/><s_text>Tomelo o dejelo</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>Fases (PFI)</s_text><s_node-2><s_text>Preparacion</s_text><s_node-3><s_text>1 - Defina los asuntos a tratar</s_text><s_node-4><s_text>Haga listas</s_text><sep/><s_text>Agrupe temas segun interes o prioridad</s_text></s_node-4><sep/><s_text>2 - Fije sus objetivos</s_text><s_node-4><s_text>Limites minimos y maximos</s_text></s_node-4><sep/><s_text>3 - Analice la situacion desde nuestro punto de vista y el de ellos</s_text><s_node-4><s_text>Objetivos</s_text><sep/><s_text>Limites de tiempo</s_text><sep/><s_text>Fortalezas y debilidades</s_text><sep/><s_text>Presupuesto</s_text><sep/><s_text>Percepciones</s_text><sep/><s_text>Personalidad de los negociadores</s_text><sep/><s_text>Estrategias</s_text></s_node-4><sep/><s_text>4 - Planifique su estrategia</s_text><s_node-4><s_text>Ambiente o escenario</s_text><sep/><s_text>Plazos</s_text><sep/><s_text>Ofertas de salida</s_text><sep/><s_text>Actitud negociadora</s_text></s_node-4></s_node-3><sep/><s_text>Negociacion</s_text><s_node-3><s_text>1 - Juego del comienzo</s_text><s_node-4><s_text>Tareas</s_text><s_node-5><s_text>Crear ambiente adecuado (formal, hostil, amigable, neutral)</s_text><sep/><s_text>Comunicar posicion</s_text><sep/><s_text>Averiguar posicion de la otra parte</s_text></s_node-5><sep/><s_text>Objetivos</s_text><s_node-5><s_text>Conocer posicion de la otra parte</s_text></s_node-5></s_node-4><sep/><s_text>2 - Juego del medio</s_text><s_node-4><s_text>Tareas</s_text><s_node-5><s_text>Acercar las posiciones extremas del juego del comienzo</s_text><sep/><s_text>Creacion, mantenimiento y control del impulso</s_text><s_node-6><s_text>Tecnica de mutuas concesiones</s_text><sep/><s_text>Reserva para concesion final</s_text><sep/><s_text>Posicion para partir la diferencia</s_text></s_node-6></s_node-5><sep/><s_text>Objetivos</s_text><s_node-5><s_text>Acercar las posiciones al maximo posible, previo a las concesiones del final</s_text></s_node-5></s_node-4><sep/><s_text>3 - Juego del Final</s_text><s_node-4><s_text>Tareas</s_text><s_node-5><s_text>Evitar las tensiones y errores que provoca acercarse a los tiempos limites</s_text><sep/><s_text>Mantener el control sobre las concesiones finales</s_text></s_node-5><sep/><s_text>Objetivos</s_text><s_node-5><s_text>Asegurar haber llegado lo mas cerca del limite de la contraparte</s_text><sep/><s_text>Comunicar una finalizacion creible</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Revision del acuerdo</s_text><s_node-3><s_text>1 - Revise y aclare el acuerdo</s_text><sep/><s_text>2 - Escriba memorandum de interpretacion</s_text><sep/><s_text>3 - Planifique y analice futuras negociaciones con la otra parte</s_text><sep/><s_text>4 - Mejore sus habilidades continuamente</s_text></s_node-3></s_node-2><sep/><s_text>Anexos (PFI)</s_text><s_node-2><s_text>Tipos, clasificacion</s_text><s_node-3><s_text>Cantidad de partes involucradas (visibles y/u ocultas)</s_text><sep/><s_text>Unico o multiples temas</s_text><sep/><s_text>Unica o varias sesiones</s_text><sep/><s_text>Tiene mercado de referencia?</s_text><sep/><s_text>Valor local o precedente?</s_text><sep/><s_text>Acuerdo obligatorio?</s_text><sep/><s_text>Autoridad de las partes</s_text><sep/><s_text>Diferencias de poder</s_text><sep/><s_text>Publicas o privadas</s_text></s_node-3><sep/><s_text>Negociacion en equipos</s_text><s_node-3><s_text>Ventajas</s_text><s_node-4><s_text>Se dispone de mas informacion e ideas</s_text><sep/><s_text>Se logran analisis superiores del estado de situacion</s_text><sep/><s_text>Se pueden utilizar roles especializados</s_text></s_node-4><sep/><s_text>Desventajas</s_text><s_node-4><s_text>Filtracion de informacion</s_text><sep/><s_text>Pueden ocurrir concesiones no autorizadas</s_text><sep/><s_text>Respuestas y toma de decisiones mas lentas</s_text></s_node-4><sep/><s_text>Distribucion de roles</s_text><s_node-4><s_text>Jefe de equipo (coordinador, ultima palabra)</s_text><sep/><s_text>Vocero</s_text><sep/><s_text>Negociador duro</s_text><sep/><s_text>Negociador amigable</s_text><sep/><s_text>Analista de comportamientos (gestos)</s_text><sep/><s_text>Analista de informacion (congruencia de datos)</s_text><sep/><s_text>Especialista o experto</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Convert the mind map information in the image into a readable structured output.

[Assistant] <s_map><s_node-0><s_text>The Hero's Journey</s_text><s_node-1><s_text>Past Experience</s_text><sep/><s_text>Ordinary World</s_text><s_relation>III. Meet the Mentor ()<sep/>V. Special world ()</s_relation><s_node-2><s_text>A. Awareness</s_text><s_node-3><s_text>1. State</s_text><s_node-4><s_text>a. Limited</s_text><sep/><s_text>b. Greater</s_text></s_node-4><sep/><s_text>2. Curiosity</s_text><s_node-4><s_text>a. Questions</s_text><s_node-5><s_text>(1) 100 Questions</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>III. Meet the Mentor</s_text><s_relation>II. Call to adventure ()<sep/>Ordinary World ()</s_relation><s_node-2><s_text>The mentor can be a wise old person, a mythical creature, a talking animal, etc.</s_text><s_node-3><s_text>A. Influence</s_text><sep/><s_text>B. Reason</s_text><sep/><s_text>C. Tools</s_text><s_node-4><s_text>1. Skills</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>II. Call to adventure</s_text><s_relation>III. Meet the Mentor ()<sep/>IV. Refusal ()</s_relation><s_node-2><s_text>For instance, "One day, the king decided to test his children's loyalty."</s_text><s_node-3><s_text>A. Prompt</s_text><s_node-4><s_text>1. Event</s_text><s_node-5><s_text>a. Action</s_text><s_node-6><s_text>(1) Reaction</s_text><s_node-7><s_text>(a) Result</s_text></s_node-7><sep/><s_text>(2) Stagnate</s_text><sep/><s_text>(3) Accept</s_text></s_node-6></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>IV. Refusal</s_text><s_relation>II. Call to adventure ()<sep/>V. Special world ()</s_relation><s_node-2><s_text>A. Deny</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>V. Special world</s_text><s_relation>Ordinary World ()<sep/>IV. Refusal ()</s_relation><s_node-2><s_text>A. Cross the first threshold</s_text><s_node-3><s_text>The protagonist accepts the call to adventure.</s_text><s_node-4><s_text>1. Embrace</s_text><s_node-5><s_text>a. Paradoxes</s_text><s_node-6><s_text>(1) Movement</s_text></s_node-6><sep/><s_text>b. Ambiguity</s_text><sep/><s_text>c. Fears</s_text><sep/><s_text>d. Uncertainty</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>B. Tests</s_text><s_node-3><s_text>Depending on the length of the story, you may add riddles, spells, dragons and so forth.</s_text><s_node-4><s_text>1. Acquisition</s_text><s_node-5><s_text>a. Knowledge</s_text><s_node-6><s_text>(1) Demonstrate</s_text></s_node-6></s_node-5><sep/><s_text>2. Relationships</s_text><s_node-5><s_text>a. Allies</s_text><sep/><s_text>b. Enemies</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>C. Approach</s_text><s_node-3><s_text>This section helps build suspense. "Quietly drawing near the dragon's lair . . ."</s_text><s_node-4><s_text>1. Reality</s_text><s_node-5><s_text>a. Holistic Thinking</s_text><s_node-6><s_text>(1) Balance</s_text></s_node-6></s_node-5><sep/><s_text>2. Innovation</s_text></s_node-4></s_node-3><sep/><s_text>D. Ordeal</s_text><s_node-3><s_text>This is the physical climax of the story: a daring rescue, or a fight with the ogre, dragon or wizard.</s_text><s_node-4><s_text>1. Conflict</s_text><sep/><s_text>2. Peace</s_text><s_node-5><s_text>a. Grace</s_text><sep/><s_text>b. Poise</s_text><sep/><s_text>c. Ambidexterity</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>E. Reward</s_text><s_node-3><s_text>1. Consequences</s_text><sep/><s_text>2. Corporalita</s_text><sep/><s_text>3. The Road Back</s_text><sep/><s_text>In this part, the protagonist returns victorious, but we also see the wisdom gained on this journey.</s_text><s_node-4><s_text>a. The Return</s_text><s_node-5><s_text>(1) Re-education to change</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>F. Return to Ordinary World</s_text><s_node-3><s_text>1. Resurrection</s_text><s_node-4><s_text>a. Rejection</s_text><s_node-5><s_text>(1) Connections</s_text></s_node-5><sep/><s_text>b. Acceptance</s_text><s_node-5><s_text>(1) Integration</s_text></s_node-5></s_node-4><sep/><s_text>2. Return with the Elixir</s_text><s_node-4><s_text>a. Evidence</s_text><s_node-5><s_text>(1) Intangible</s_text><s_node-6><s_text>(a) Thoughts</s_text><s_node-7><s_text>i) Educate</s_text></s_node-7><sep/><s_text>(b) Feelings</s_text><sep/><s_text>(c) Judgements</s_text></s_node-6><sep/><s_text>(2) Tangible</s_text><s_node-6><s_text>(a) Words</s_text><sep/><s_text>(b) Souvenirs</s_text><sep/><s_text>(c) Pictures, Videos</s_text><sep/><s_text>(d) Knowledge</s_text></s_node-6></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>Greater state of Awareness</s_text><sep/><s_text>Reflection</s_text><sep/><s_text>Sensations</s_text><sep/><s_text>Voice</s_text><sep/><s_text>Synchronicity</s_text><sep/><s_text>Passion (Sfumato)</s_text><sep/><s_text>Change</s_text><sep/><s_text>Decision</s_text><sep/><s_text>Sense of Self, Identity</s_text><sep/><s_text>Reflection</s_text><sep/><s_text>Time</s_text><sep/><s_text>Risk</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Parse this mind map and present its content in a structured way.

[Assistant] <s_map><s_node-0><s_text>Response Keynote Daniel Moylan</s_text><s_node-1><s_text>Mayor of London</s_text><s_node-2><s_text>Distinguish man from office</s_text><sep/><s_text>Aviation crisis = London issue</s_text><sep/><s_text>Responsibilities</s_text><s_node-3><s_text>Produce a London Plan</s_text><sep/><s_text>Responsible for planning applications</s_text><sep/><s_text>Transport infrastructure</s_text><sep/><s_text>Planning</s_text><s_node-4><s_text>Homes</s_text><sep/><s_text>Jobs</s_text><sep/><s_text>Overall environment</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Commission</s_text><s_node-2><s_text>To defer decision?</s_text><sep/><s_text>Protect London's interest</s_text><sep/><s_text>Working with commission</s_text></s_node-2><sep/><s_text>Harm of expansion</s_text><s_node-2><s_text>Noise</s_text><sep/><s_text>Air pollution</s_text><sep/><s_text>Surface transport congestion</s_text><sep/><s_text>Relocation of airport to East</s_text><s_node-3><s_text>Hub airport</s_text><sep/><s_text>Reduced noise impact</s_text><sep/><s_text>Open up Estuary area</s_text></s_node-3></s_node-2><sep/><s_text>Aviation must fit into the larger London Plan</s_text><s_node-2><s_text>Housing and jobs</s_text><sep/><s_text>Locating Londoners</s_text><sep/><s_text>Is this understood by the Commission?</s_text><sep/><s_text>Is 'London Plan' understood</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Interim Report</s_text><s_node-2><s_text>'Bafta' awards for submissions</s_text><sep/><s_text>What objectives were to be fulfilled?</s_text><sep/><s_text>Are selected options against evidence?</s_text><sep/><s_text>Need to work better with Mayor</s_text><sep/><s_text>What is a hub?</s_text><s_node-3><s_text>What must it provide?</s_text><sep/><s_text>Does Gatwick option help 'hub'?</s_text></s_node-3><sep/><s_text>Low cost vs Legacy</s_text><s_node-3><s_text>Requirements different</s_text></s_node-3><sep/><s_text>Underestimated surface access</s_text><s_node-3><s_text>Cost</s_text><sep/><s_text>Requirements</s_text></s_node-3><sep/><s_text>Unfair advantage to Heathrow?</s_text><sep/><s_text>Motivated by self-interests?</s_text><sep/><s_text>Where is public voice?</s_text><s_node-3><s_text>Mayor left to articulate</s_text></s_node-3></s_node-2><sep/><s_text>Relocating Heathrow</s_text><s_node-2><s_text>Other international examples</s_text><sep/><s_text>Negative impacts of relocation?</s_text><s_node-3><s_text>Overstated</s_text><sep/><s_text>Not evidenced?</s_text></s_node-3><sep/><s_text>Capacity crisis?</s_text><s_node-3><s_text>One runway by 2030?</s_text><sep/><s_text>Or a 4 runway hub by 2030</s_text></s_node-3></s_node-2><sep/><s_text>Questions?</s_text><s_node-2><s_text>Would a Stansted option be better to push?</s_text><s_node-3><s_text>Surface access</s_text><sep/><s_text>Heathrow already congested</s_text><s_node-4><s_text>Passengers</s_text><sep/><s_text>Staff</s_text></s_node-4><sep/><s_text>Mayor proposed Stansted option</s_text><sep/><s_text>Rejected by commission</s_text></s_node-3><sep/><s_text>Legal challenge to commission findings?</s_text><sep/><s_text>Credible strategy to meet climate change goals?</s_text><s_node-3><s_text>Mayor's strategy is consistent</s_text></s_node-3><sep/><s_text>If Boris were PM...?</s_text></s_node-2><sep/><s_text>Mind Mapping Sponsored by:</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>Special Operations Forces (Russia)</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (warsaw/POLAND)</s_text><sep/><s_text>all info https://en.wikipedia.org/wiki/ Special_Operations_Forces_(Russia)</s_text></s_node-2><sep/><s_text>info</s_text><s_node-2><s_text>Active</s_text><s_node-3><s_text>2009 – present</s_text></s_node-3><sep/><s_text>Allegiance</s_text><s_node-3><s_text>Russia</s_text><s_node-4><s_text>Vladimir Putin (president)</s_text></s_node-4></s_node-3><sep/><s_text>Branch</s_text><s_node-3><s_text>Special Operations Forces Command</s_text></s_node-3><sep/><s_text>Type</s_text><s_node-3><s_text>Special Operations Force</s_text></s_node-3><sep/><s_text>Role</s_text><s_node-3><s_text>Special Operations Force</s_text><sep/><s_text>Role Special Operations</s_text><sep/><s_text>Special Reconnaissance</s_text><sep/><s_text>Direct Action</s_text><sep/><s_text>Assassination</s_text><sep/><s_text>Sabotage</s_text><sep/><s_text>Unconventional Warfare</s_text><sep/><s_text>HVT Raids</s_text><sep/><s_text>Hostage Rescue</s_text><sep/><s_text>Covert Operations</s_text><sep/><s_text>Counter Terrorism</s_text><sep/><s_text>Counterintelligence</s_text><sep/><s_text>Counter Insurgency</s_text><sep/><s_text>Counterproliferation</s_text></s_node-3><sep/><s_text>Part of</s_text><s_node-3><s_text>Russian Armed Forces</s_text></s_node-3><sep/><s_text>Garrison/HQ</s_text><s_node-3><s_text>Kubinka-2, Moscow region</s_text></s_node-3><sep/><s_text>Current commander</s_text><s_node-3><s_text>Maj. Gen. Valery Flyustikov</s_text></s_node-3><sep/><s_text>Engagements</s_text><s_node-3><s_text>Counter-piracy operations[1]</s_text><sep/><s_text>Insurgency in the North Caucasus[2]</s_text><sep/><s_text>Russian military intervention in Ukraine</s_text><sep/><s_text>Annexation of Crimean Peninsula</s_text><sep/><s_text>Seizure of Crimean Parliament[3]</s_text><sep/><s_text>Simferopol raid[4]</s_text><sep/><s_text>Russian military intervention in the Syrian Civil War</s_text></s_node-3><sep/><s_text>Campaign battles</s_text><s_node-3><s_text>Engagements Counter-piracy operations[1]</s_text><sep/><s_text>Insurgency in the North Caucasus[2]</s_text><sep/><s_text>Russian military intervention in Ukraine</s_text><sep/><s_text>Annexation of Crimean Peninsula</s_text><sep/><s_text>Seizure of Crimean Parliament[3]</s_text><sep/><s_text>Simferopol raid[4]</s_text><sep/><s_text>Russian military intervention in the Syrian Civil War</s_text><sep/><s_text>Campaign battles:[hide]</s_text><sep/><s_text>Latakia Offensive[5]</s_text><sep/><s_text>First battle of Palmyra[6][7]</s_text><sep/><s_text>Second Ithriyah-Raqqa offensive[8]</s_text><sep/><s_text>ISIL offensive on Palmyra[9]</s_text><sep/><s_text>Aleppo counteroffensive[10]</s_text><sep/><s_text>Operation Dawn of Victory[11]</s_text><sep/><s_text>Second battle of Palmyra[12]</s_text><sep/><s_text>Eastern Homs offensive[13]</s_text><sep/><s_text>North Hama offensive[14]</s_text><sep/><s_text>Operation Grand Dawn[15]</s_text><sep/><s_text>East Hama offensive[16]</s_text><sep/><s_text>Operation Khuzam[17]</s_text><sep/><s_text>Hama counteroffensive[18]</s_text><sep/><s_text>Battle of Deir ez-Zor[19]</s_text><sep/><s_text>Euphrates Crossing offensive</s_text><sep/><s_text>Mayadin offensive</s_text><sep/><s_text>Operation Fajr-3</s_text><sep/><s_text>Liberation of whole western bank of the Euphrates</s_text><s_node-4><s_text>Operation Damascus Steel[20]</s_text><sep/><s_text>Eastern Qalamoun offensive</s_text><sep/><s_text>Operation Dawn of Idlib[21]</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>introduction</s_text><s_node-2><s_text>The Special Operations Forces of the Armed Forces of the Russian Federation or just Special Operations Forces (SOF) (Russian: Силы специальных операций; ССО, tr. Sily spetsial’nykh operatsiy; SSO)[22][23] are strategic-level special forces under the Special Operations Forces Command (Russian: командование сил специальных операций; KCCO, tr. Komandovanie sil spetsial’nalnykh operatsii; KSSO or KSO)[23] of the General Staff[23] of the Armed Forces of the Russian Federation. It is also a structural and an independent unit of the Armed Forces.</s_text><sep/><s_text>The first units of what would become the Special Operations Forces were transferred from the GRU in 2009 as part of the continuing 2008 Russian military reform.[24] The Special Operations Forces Command was set up in 2012 and announced in March 2013 by the Chief of the General Staff Valery Gerasimov.[25][26] According to Gerasimov, the SOF was designed as a strategic-level asset, elite special operations force units of the KSSO whose primary missions would be foreign interventions including sabotage, anti-terrorism actions, foreign internal defense operations and undertaking the most complex, clandestine and classified special operations and missions for protecting interests of the Russian Federation.[27][28]</s_text><sep/><s_text>SOF are distinct from the Spetsnaz GRU that until 2010 were under the Main Intelligence Directorate and whose subsequent subordination was left unclear[29][25] until 2013 where the decision was reversed and GRU special forces units were reassigned to GRU divisions and placed under GRU authority again.[30] Russia's SOF are manned exclusively by professional personnel hired on contract, of which all are full-time servicemen consisting of commissioned officers and regular soldiers.[25]</s_text><sep/><s_text>On 26 February 2015, Russian President Vladimir Putin decreed that 27 February be the Day of the SOF, according to multiple Russian official news agencies[31] (albeit not acknowledged formally), to mark the establishment of Russian control over the building of the Supreme Council of the Autonomous Republic of Crimea in Simferopol, Ukraine in February 2014.[32][24][25]</s_text></s_node-2><sep/><s_text>Mission and methods</s_text><s_node-2><s_text>The Special Operation Forces are a highly mobile, well-trained and equipped, constant combat readiness special operations force of the Russian Ministry of Defense, designed to perform specific tasks in order to protect the interests of the Russian Federation (with application of military force, by necessity), both within the country and abroad, in peacetime and in wartime.</s_text><sep/><s_text>The Russian Ministry of Defense defines the term "special operation" as "methods and ways of fighting not characteristic of conventional forces: reconnaissance and sabotage, subversion and sedition, counter-terrorism, counter-sabotage, counterintelligence, guerrilla, counter-guerrilla and other activities".[33][34]</s_text><sep/><s_text>The SOF have been primarily involved in Syria, conducting target acquisition for Russian Air Force combat planes conducting airstrikes and Russian Navy sea-launched cruise missile strikes, serving as military advisors training Syrian government troops, seek and destroying critical enemy objects,[35][36][37][38]disruption behind enemy lines through ambushes, high value targeted assassinations and retaliation strikes against select groups of fighters.</s_text></s_node-2><sep/><s_text>History</s_text><s_node-2><s_text>Within the Russian Federation</s_text><s_node-3><s_text>In 2009, as a part of the comprehensive reform of the Russian Federation's Armed Forces, Special Operations Directorate, subordinate directly to the Chief of the General Staff, was created on the basis of the GRU's special missions unit Senezh in the Moscow region.[24] The unit saw extensive action in the Caucasus region and earned the nickname podsolnukhi (sunflowers), a nickname given to the soldiers assigned to the unit while serving in Chechnya. It was reported that Colonel Oleg Martianov, who later became a member of the board of the Military-Industrial Commission, was one of the founders and first commander of the SOF from 2009 to 2013.[39][40]</s_text><sep/><s_text>In 2012, the Special Operations Directorate was reorganized as Special Operations Command, which was followed by plans to upscale the Forces manpower up to 9 special purpose brigades.[25]</s_text><sep/><s_text>On 6 March 2013, the Chief of the General Staff of the Russian Armed Forces Valery Gerasimov announced the beginning of the Special Operations Forces creation. While speaking to foreign military attaches in Moscow, he said: "After reviewing the practice of the formation, training and the use of special operations forces in the leading countries of the world, Russia's Defense Ministry has also begun to create them... A corresponding command was created, which is engaged in planning work and implements plan of training of the Armed Forces... A set of documents has already been elaborated to determine the direction of development, methods of training and application of these forces".[26][41]</s_text><sep/><s_text>In March 2013, according to Russian media reports, creation of the Special Operations Center of the Ministry of Defense of Russia for around 500 professional soldiers began in the suburban village of Kubinka-2. Formation of the Center was scheduled to be completed by the end of 2013. The center was directly subordinated to the Special Operations Forces Command of the Russian Ministry of Defense.</s_text><sep/><s_text>At the end of April 2013, units of the Special Operations Forces conducted a special tactics exercise at Elbrus mountains at an altitude of 4,500 meters. The exercise was dedicated to practice transportation of one of the SSO units by military transport aviation and army aviation, as well as air insertion of personnel and cargo into target area.[42][43]</s_text><sep/><s_text>During peacetime, the SOF may also be called in to execute certain specialised homeland security operations. In May 2013, the General Staff said that the unit would be tasked with security of the Winter Olympic Games in Sochi and that the SOF now comprised air and naval components.[44] Again, when Russia hosted the 2018 FIFA World Cup, the SOF and FSB special forces units took charge of ensuring the security.[45]</s_text><sep/><s_text>Since formation in 2009, the SOF also conducted counter-terrorism and special operations during the insurgency in the North Caucasus region disguised as other Spetsnaz units.</s_text></s_node-3><sep/><s_text>Outside the Russian Federation</s_text><s_node-3><s_text>The SOF has also taken part in anti-piracy operations in the Gulf of Aden, clashing with Somali pirates.</s_text><sep/><s_text>In late February 2014, an unknown number of SOF operators alongside other Russian troops entered Crimea disguised as "little green men" and captured the Crimean Parliament and also began the blockading and capturing of other significant and strategic sites across the peninsula.[46][4]</s_text><sep/><s_text>SOF combat operations in Syria, which began covertly in late 2015[47] became more visible by January 2016 with the successful Latakia offensive, played a crucial role in the Palmyra offensive, provided support to the Syrian Army attempting the recapturing of Raqqa, repelling the ISIL offensive on Palmyra and throughout the Syrian push for Aleppo in the same year.[48] They returned during the Second battle of Palmyra in 2017 and saw action throughout the year in the Eastern Homs offensive, North Hama offensive, Operation Grand Dawn, the East Hama offensive, Operation Khuzam, rescuing a Russian Military Police unit in the Idlib de-escalation zone and the entirety of the Eastern Syria campaign. The SOF also contributed to the success of the Rif Dimashq Governorate campaign in 2018 and Operation Dawn of Idlib in 2019.</s_text><sep/><s_text>On 11 December 2017, SOF units provided top-level security for the unannounced visit of Russian President Vladimir Putin to Syria at Khmeimim Air Base by covering the most dangerous directions from sea, air and land. Vladimir Putin and Defence Minister Sergey Shoygu later personally thanked all the military personnel involved for their exemplary performance of the task.[49]</s_text></s_node-3></s_node-2><sep/><s_text>Structure</s_text><s_node-2><s_text>While official numbers are classified, between Senezh and Kubinka-2 there are an estimate of between 2,000 and 2,500 total personnel. Additionally, the Command also has supporting elements, that provide combat support and combat service support functions. Furthermore, the Command has a dedicated special aviation brigade that directly controls combat aviation assets at Torzhok, and a squadron of Ilyushin Il-76 transport aircraft at the Migalovo airfield near Tver.[50]</s_text><sep/><s_text>The Special Operations Forces Command (KSSO) is similar in role to the U.S. Joint Special Operations Command (JSOC).[51] The Special Operations Forces Command reached full operational capability in 2013.</s_text><sep/><s_text>Training</s_text><s_node-3><s_text>The training of the officer recruit special operators is carried out in the Ryazan Higher Airborne Command School – RVVDKU (department of special and military intelligence and the department of the use of special forces) and the Novosibirsk Higher Military Command School – NVVKU (department of special intelligence and the chair of the special reconnaissance and airborne training). At Senezh, potential operators learn skydiving, mountaineering, swimming and scuba diving, and storming buildings and homes, while Kubinka-2 focuses on maritime operations and recon and controls several naval special operations detachments. There is also a cold weather/mountaineering training centre at Mount Elbrus named "Terskol", in Kabardino-Balkaria. Additionally, depending on the individual tasks the soldiers are being prepared for or specialise in, the training is more in-depth.[50]</s_text><sep/><s_text>The Special Operations Forces warfare training centers and facilities:</s_text><s_node-4><s_text>Special Purpose Center "Senezh"</s_text><sep/><s_text>Special Purpose Center "Kubinka-2"</s_text><sep/><s_text>561st Naval Rescue Center</s_text><sep/><s_text>344th Army Aviation Combat Center[50]</s_text><sep/><s_text>Special Purpose Center "Terskol"</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>List of SOF commanders</s_text><s_node-2><s_text>Col. Oleg Martyanov 2009 2013</s_text><sep/><s_text>Maj. Gen. Alexey Dyumin 2014 2015</s_text><sep/><s_text>Maj. Gen. Alexander Matovnikov [ru] 2015 2018</s_text><sep/><s_text>Maj. Gen. Valery Flyustikov 2018 Incumbent</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Parse this mind map and present its content in a structured way.

[Assistant] <s_map><s_node-0><s_text>Chapter 7: Pedagogical differences between media</s_text><s_node-1><s_text>reference</s_text><s_node-2><s_text>Bates, A. W. (2019). Understanding technology in education. Teaching in a Digital Age: Guidelines for Teaching and Learning. (chapter 7 ).</s_text></s_node-2><sep/><s_text>Objective: identify pedagogical differences between media</s_text><sep/><s_text>Introduction</s_text><s_node-2><s_text>Starting questions</s_text><s_node-3><s_text>what is my underlying epistemological position about knowledge and teaching?</s_text><sep/><s_text>what are the desired learning outcomes from the teaching?</s_text><sep/><s_text>what teaching methods will be employed to facilitate the learning outcomes?</s_text><sep/><s_text>what are the unique educational characteristics of each medium/technology, and how well do these match the learning and teaching requirements?</s_text><sep/><s_text>what resources are available?</s_text></s_node-3><sep/><s_text>media choices should be made considering the learning outcomes' particular mix of</s_text><s_node-3><s_text>content</s_text><sep/><s_text>skills</s_text></s_node-3><sep/><s_text>Affordances</s_text><s_node-3><s_text>unique characteristics</s_text></s_node-3></s_node-2><sep/><s_text>Text</s_text><s_node-2><s_text>in use for several centuries</s_text><sep/><s_text>good at</s_text><s_node-3><s_text>abstraction</s_text><sep/><s_text>sequential information</s_text><sep/><s_text>still graphics</s_text><sep/><s_text>developing the higher learning outcomes required at an academic level, such as analysis, critical thinking, and evaluation</s_text></s_node-3><sep/><s_text>academic knowledge</s_text><s_node-3><s_text>codification:</s_text><s_node-4><s_text>knowledge can be consistently represented in some form (words, symbols, video);</s_text></s_node-4><sep/><s_text>transparency:</s_text><s_node-4><s_text>the source of the knowledge can be traced and verified;</s_text></s_node-4><sep/><s_text>reproduction:</s_text><s_node-4><s_text>knowledge can be reproduced or have multiple copies;</s_text></s_node-4><sep/><s_text>communicability:</s_text><s_node-4><s_text>knowledge must be in a form such that it can be communicated and challenged by others.</s_text></s_node-4></s_node-3><sep/><s_text>Books are especially good</s_text><s_node-3><s_text>for the author that has spent a lifetime working on+in that format</s_text><sep/><s_text>long format text where long presentation of arguments can be made</s_text><sep/><s_text>there's a bit of a circular argument going on: Books are what we're using in the academic field, so we have to be good at books.</s_text></s_node-3></s_node-2><sep/><s_text>Audio</s_text><s_node-2><s_text>oral communication continuation</s_text><sep/><s_text>good at</s_text><s_node-3><s_text>foreign language learning</s_text><sep/><s_text>music</s_text><sep/><s_text>interviews with experts</s_text><sep/><s_text>discussions between people</s_text></s_node-3><sep/><s_text>easier to create than video</s_text><sep/><s_text>it is easily combined with other media such as text, mathematical symbols, and graphics, allowing more than one sense to be used and allowing for ‘integration’</s_text><s_node-3><s_text>We're going to cover transmedia, right?</s_text><s_node-4><s_text>at which point distinctions make less sense</s_text></s_node-4></s_node-3><sep/><s_text>improved 'closeness' to instructor</s_text><s_node-3><s_text>probably because the recordings were more informal than boiled over-starched videos</s_text></s_node-3><sep/><s_text>creating audio is extra work for an instructor</s_text><s_node-3><s_text>creation of any media is extra work?</s_text><s_node-4><s_text>a) compared to doing nothing</s_text><sep/><s_text>b) maybe "less integrated into existing well-established processes that the instructor uses"</s_text></s_node-4></s_node-3><sep/><s_text>"audio over images"</s_text><s_node-3><s_text>so... video?</s_text></s_node-3></s_node-2><sep/><s_text>Video</s_text><s_node-2><s_text>good for</s_text><s_node-3><s_text>demonstrate phenomena</s_text><s_node-4><s_text>esp- expensive or hard to show</s_text><sep/><s_text>record and archive</s_text></s_node-4><sep/><s_text>substitute for a field visit</s_text><sep/><s_text>demonstrate methods</s_text><sep/><s_text>pause, rewind and replay</s_text></s_node-3><sep/><s_text>students generally need to be guided as to what to look for in video</s_text><sep/><s_text>One factor that makes video powerful for learning is its ability to show the relationship between concrete examples and abstract principles, with usually the sound track relating the abstract principles to concrete events shown in the video</s_text><sep/><s_text>weaknesses</s_text><s_node-3><s_text>lack of knowledge/experience in using video</s_text><s_node-4><s_text>other than for recording lecturing</s_text><s_node-5><s_text>which is telling.</s_text></s_node-5></s_node-4><sep/><s_text>high quality costs a lot</s_text><s_node-4><s_text>ideally, needs to be tailored to the class, which increases costs</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Computing</s_text><s_node-2><s_text>computing enables the end user to interact directly with the medium</s_text><sep/><s_text>good at</s_text><s_node-3><s_text>structuring and managing contents</s_text><sep/><s_text>make personalization possible</s_text><sep/><s_text>synch+asynch communication</s_text><sep/><s_text>auto correcting multiple-choice questions</s_text><sep/><s_text>virtual environments</s_text><sep/><s_text>providing opportunities to develop all the skills that all previous media offered</s_text></s_node-3><sep/><s_text>fear that "computers will replace humans in education".</s_text><sep/><s_text>lack of training among educators</s_text><sep/><s_text>requires collaboration with other specialists</s_text><sep/><s_text>enables complex setups.... which require complex approach</s_text><sep/><s_text>computing is an essential medium for teaching in a digital age.</s_text><s_node-3><s_text>not just that:</s_text><s_node-4><s_text>It's the essential tool for all white collars, and more and more an imperative for all jobs</s_text><sep/><s_text>and interactions in society</s_text></s_node-4></s_node-3><sep/><s_text>teachers need to find the middle ground between complete learner freedom and over-direction to enable learners to develop the key skills needed in a digital age.</s_text></s_node-2><sep/><s_text>Social media</s_text><s_node-2><s_text>categories</s_text><s_node-3><s_text>blogs</s_text><sep/><s_text>wikis</s_text><sep/><s_text>social networking</s_text><s_node-4><s_text>Twitter didn't make the list</s_text></s_node-4><sep/><s_text>multi-media archives</s_text><sep/><s_text>virtual worlds</s_text><sep/><s_text>multi-player games</s_text><sep/><s_text>mobile learning</s_text></s_node-3><sep/><s_text>good at</s_text><s_node-3><s_text>providing (online) community</s_text><sep/><s_text>students can post media-rich assignments</s_text><sep/><s_text>connecting with the world</s_text></s_node-3><sep/><s_text>students need</s_text><s_node-3><s_text>structured support,</s_text><sep/><s_text>structured and selected content,</s_text><sep/><s_text>recognized accreditation</s_text></s_node-3><sep/><s_text>The use of social media raises the inevitable issue of quality</s_text><s_node-3><s_text>Andrew Keen: ‘we are replacing the tyranny of experts with the tyranny of idiots.’</s_text><sep/><s_text>"Lord of the flies" scenario</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Organize the content of this mind map into structured textual information.

[Assistant] <s_map><s_node-0><s_text>Mind Mapping for  Business Productivity 09:30 - 16:30</s_text><s_node-1><s_text>Welcome</s_text><s_node-2><s_text>About Biggerplate</s_text><s_node-3><s_text>The Home of Mind Mapping</s_text><sep/><s_text>Content</s_text><s_node-4><s_text>Mind Map Library</s_text><sep/><s_text>Templates & Examples</s_text></s_node-4><sep/><s_text>Learning</s_text><s_node-4><s_text>Workshops & Events</s_text><sep/><s_text>E-learning Courses</s_text></s_node-4><sep/><s_text>Community</s_text><s_node-4><s_text>Global community</s_text><sep/><s_text>+90,000 Members</s_text><sep/><s_text>Business, Education, Other...!</s_text></s_node-4></s_node-3><sep/><s_text>About You</s_text><s_node-3><s_text>Richard</s_text><s_node-4><s_text>Entrepreneur support</s_text><sep/><s_text>Using mind maps already</s_text><sep/><s_text>Something for startups?</s_text></s_node-4><sep/><s_text>Tim</s_text><s_node-4><s_text>Clarke Howes</s_text><sep/><s_text>Never formally used mind maps</s_text><sep/><s_text>Something to use in our firm</s_text><sep/><s_text>Use with our clients?</s_text></s_node-4><sep/><s_text>Malcolm</s_text><s_node-4><s_text>Moving out of NHS</s_text><sep/><s_text>Moving to coaching/consulting</s_text><sep/><s_text>Focusing on healthcare sector</s_text><sep/><s_text>Mind maps for productivity</s_text></s_node-4></s_node-3><sep/><s_text>About Today</s_text><s_node-3><s_text>Informal & interactive</s_text><sep/><s_text>Hands-on experiments</s_text><sep/><s_text>Learning Progression</s_text><s_node-4></s_node-4></s_node-3></s_node-2><sep/><s_text>Business Productivity</s_text><s_node-2><s_text>What do we mean?</s_text><s_node-3><s_text>Working effectively in line with overall business plans and priorities</s_text></s_node-3><sep/><s_text>Why does it matter?</s_text><s_node-3><s_text>Information Overload</s_text><s_node-4><s_text>Lots coming at us</s_text><sep/><s_text>Lots in our heads</s_text></s_node-4><sep/><s_text>We're all under pressure</s_text><s_node-4><s_text>Time</s_text><sep/><s_text>Tasks</s_text><sep/><s_text>Teams</s_text></s_node-4></s_node-3><sep/><s_text>Exercise: Visual Explorer</s_text><s_node-3><s_text>What does productive feel like?</s_text><sep/><s_text>What does unproductive feel like?</s_text></s_node-3><sep/><s_text>Group Review</s_text><s_node-3><s_text>Drains & Blockers?</s_text><s_node-4><s_text>Procrastination</s_text><s_node-5><s_text>Don't like to do</s_text><sep/><s_text>Seems scary</s_text><sep/><s_text>Too big</s_text><sep/><s_text>Self-imposed</s_text><s_node-6><s_text>Doubt</s_text><sep/><s_text>Don't know how</s_text><sep/><s_text>Confidence</s_text></s_node-6></s_node-5><sep/><s_text>Vision</s_text><s_node-5><s_text>Clarity</s_text><sep/><s_text>Focus</s_text><sep/><s_text>Knowing the target</s_text></s_node-5><sep/><s_text>Time</s_text><s_node-5><s_text>Pressure</s_text></s_node-5><sep/><s_text>Interruptions</s_text><s_node-5><s_text>People</s_text><sep/><s_text>New information</s_text><sep/><s_text>Technology</s_text><sep/><s_text>Lose flow</s_text></s_node-5><sep/><s_text>No priorities</s_text></s_node-4><sep/><s_text>Productivity Enablers?</s_text><s_node-4><s_text>Clear vision</s_text><s_node-5><s_text>Know the goal</s_text><sep/><s_text>Clear outcomes</s_text></s_node-5><sep/><s_text>Priorities</s_text><s_node-5><s_text>Known</s_text><sep/><s_text>Aligned</s_text><sep/><s_text>Trade-offs</s_text></s_node-5><sep/><s_text>Purpose, sense of why</s_text><s_node-5><s_text>Meaning</s_text></s_node-5><sep/><s_text>People</s_text><sep/><s_text>Planning</s_text><sep/><s_text>Clear space and time</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Mind Mapping</s_text><s_node-2><s_text>"Visual organisation of ideas and information"</s_text><sep/><s_text>Facts/Fiction</s_text><s_node-3><s_text>True</s_text><s_node-4><s_text>Personal</s_text><sep/><s_text>Contextual</s_text><sep/><s_text>Adaptable</s_text></s_node-4><sep/><s_text>False</s_text><s_node-4><s_text>Right/wrong way</s_text><sep/><s_text>Unstructured/messy</s_text><sep/><s_text>Panacea for all</s_text></s_node-4></s_node-3><sep/><s_text>Exercise: Reproduce Map</s_text><sep/><s_text>Group Review</s_text><s_node-3><s_text>General</s_text><s_node-4><s_text>Thicker/thinner lines</s_text><s_node-5><s_text>More/less meaning</s_text><sep/><s_text>Helps priorities</s_text></s_node-5><sep/><s_text>Some drawing</s_text><s_node-5><s_text>Need a skill</s_text><sep/><s_text>Don't have to look good</s_text></s_node-5><sep/><s_text>Form vs function</s_text><sep/><s_text>Colouring</s_text></s_node-4><sep/><s_text>Paper</s_text><s_node-4><s_text>Pros</s_text><s_node-5><s_text>Forces you to think</s_text><s_node-6><s_text>More careful</s_text><sep/><s_text>Slows us down</s_text></s_node-6><sep/><s_text>Practical</s_text><s_node-6><s_text>Cheap/easy</s_text></s_node-6><sep/><s_text>Tactile/kinaesthetic</s_text><sep/><s_text>Stick it up and see it</s_text></s_node-5><sep/><s_text>Cons</s_text><s_node-5><s_text>Hard to share</s_text></s_node-5></s_node-4><sep/><s_text>Software</s_text><s_node-4><s_text>Pros</s_text><s_node-5><s_text>Next steps/sharing</s_text><s_node-6><s_text>Collaboration</s_text><sep/><s_text>Connected with other software</s_text></s_node-6><sep/><s_text>More flexibility</s_text><s_node-6><s_text>Change things around</s_text><sep/><s_text>Update/edit</s_text></s_node-6><sep/><s_text>Reduce transcription</s_text><s_node-6><s_text>Reduce stages</s_text><sep/><s_text>Easy to export</s_text></s_node-6></s_node-5><sep/><s_text>Cons</s_text><s_node-5><s_text>Running out of power</s_text><sep/><s_text>Easy to forget basic principles</s_text><s_node-6><s_text>Doesn't counter bad behaviours</s_text></s_node-6><sep/><s_text>Buried in computer</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>SWOT Mapping</s_text><s_node-2><s_text>What & Why?</s_text><s_node-3><s_text>Strengths, Weaknesses, Opportunities, Threats</s_text><sep/><s_text>Clarify context for decision making</s_text><sep/><s_text>Identify key areas for attention</s_text></s_node-3><sep/><s_text>Exercise: SWOT Mapping</s_text><s_node-3><s_text>Post-it Capture</s_text><sep/><s_text>Batch and Group</s_text><sep/><s_text>Convert into mind map</s_text><sep/><s_text>Discuss with neighbour</s_text><sep/><s_text>Identify Top 3</s_text></s_node-3><sep/><s_text>Exercise: Hybrid SWOT</s_text><sep/><s_text>Group Review</s_text><s_node-3><s_text>Prompted more ideas</s_text><sep/><s_text>Aids explanation</s_text><s_node-4><s_text>Breaks down picture</s_text><sep/><s_text>Develop the narrative</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Productive Mapping</s_text><s_node-2><s_text>Capture</s_text><s_node-3><s_text>Principles</s_text><s_node-4><s_text>Clear your mind!</s_text><s_node-5><s_text>Brain capacity</s_text><sep/><s_text>Confidence</s_text><sep/><s_text>Relax!</s_text></s_node-5><sep/><s_text>Capture everything</s_text><s_node-5><s_text>Quantity (not quality)</s_text><sep/><s_text>Worry later</s_text></s_node-5><sep/><s_text>Group similar ideas</s_text><s_node-5><s_text>Connections</s_text><sep/><s_text>Themes</s_text></s_node-5></s_node-4><sep/><s_text>Features</s_text><s_node-4><s_text>Add and move topics</s_text><s_node-5><s_text>Ideas 2</s_text><sep/><s_text>iDEA 1</s_text></s_node-5><sep/><s_text>2nd layer information</s_text><s_node-5><s_text>Notes</s_text><sep/><s_text>Hyperlinks</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Prioritise</s_text><s_node-3><s_text>Principles</s_text><s_node-4><s_text>You can't action 100 priority items</s_text><sep/><s_text>Align with plans/strategy</s_text><s_node-5><s_text>Joining dots</s_text><sep/><s_text>Sequences</s_text></s_node-5><sep/><s_text>Top 3 Thinking</s_text><s_node-5><s_text>Promotion & relegation</s_text><sep/><s_text>Understand trade-offs</s_text><sep/><s_text>Don't let yourself off!</s_text></s_node-5></s_node-4><sep/><s_text>Features</s_text><s_node-4><s_text>Sort & Re-order</s_text><s_node-5><s_text>Numbering</s_text><sep/><s_text>Prioritise Clockwise</s_text><sep/><s_text>Prioritise Top to Bottom</s_text></s_node-5><sep/><s_text>Icons/Markers</s_text><s_node-5><s_text>Priorities</s_text><sep/><s_text>Urgent</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Plan</s_text><s_node-3><s_text>Principles</s_text><s_node-4><s_text>"Plans are useless, but planning is invaluable"</s_text><sep/><s_text>What, Who, When</s_text><s_node-5><s_text>Action required</s_text><sep/><s_text>Owner of actions</s_text><sep/><s_text>Order of actions</s_text></s_node-5><sep/><s_text>Breaking things down</s_text><s_node-5><s_text>Smaller tasks</s_text><sep/><s_text>Manageable actions</s_text></s_node-5></s_node-4><sep/><s_text>Features</s_text><s_node-4><s_text>What, who, when...</s_text><sep/><s_text>Task Information</s_text><sep/><s_text>Saved Resources</s_text></s_node-4></s_node-3><sep/><s_text>Progress</s_text><s_node-3><s_text>Principles</s_text><s_node-4><s_text>Finishing v Progressing</s_text><s_node-5><s_text>We stress about 'unfinished'</s_text><sep/><s_text>We're pleased with progress</s_text><sep/><s_text>Movable vs Completable</s_text></s_node-5><sep/><s_text>Context Switching</s_text><s_node-5><s_text>Time lost in switching</s_text><sep/><s_text>'Nudge' 100 things forward</s_text></s_node-5><sep/><s_text>Monitor & Review</s_text><s_node-5><s_text>'Glance access'</s_text><sep/><s_text>Info at your fingertips</s_text><sep/><s_text>Provides signposts</s_text></s_node-5></s_node-4><sep/><s_text>Features</s_text><s_node-4><s_text>Progress Markers</s_text><s_node-5><s_text>Moved/Unmoved</s_text><sep/><s_text>% Complete</s_text></s_node-5><sep/><s_text>Mind Map Filters</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Key Templates</s_text><s_node-2><s_text>Personal Organiser</s_text><s_node-3><s_text>Draw 6 main branches (or alternatives)</s_text><sep/><s_text>Populate your map</s_text><s_node-4><s_text>Names, tasks, ideas, problems...</s_text><sep/><s_text>(Refer back to SWOT)</s_text><sep/><s_text>Discuss with neighbour</s_text></s_node-4><sep/><s_text>Hybrid Map</s_text><s_node-4><s_text>Build out content</s_text><sep/><s_text>Apply Top 3 Thinking</s_text><sep/><s_text>Moved/Unmoved</s_text><sep/><s_text>Icons/Filters</s_text></s_node-4><sep/><s_text>Group Review</s_text></s_node-3><sep/><s_text>Client/Account Manager</s_text><s_node-3><s_text>Add clients to new map</s_text><sep/><s_text>Add secondary topics</s_text><s_node-4><s_text>Objectives</s_text><sep/><s_text>Actions</s_text><s_node-5><s_text>Top 3</s_text><sep/><s_text>Other</s_text></s_node-5><sep/><s_text>People</s_text><sep/><s_text>Research</s_text></s_node-4><sep/><s_text>Link Maps...</s_text></s_node-3><sep/><s_text>Meeting Planner</s_text><s_node-3><s_text>Choose a meeting/call/event</s_text><sep/><s_text>Draw these branches (POST)</s_text><sep/><s_text>Add next level info</s_text><s_node-4><s_text>P: Why are you having this meeting?</s_text><sep/><s_text>O: What do you want to get out of it?</s_text><sep/><s_text>S: How does meeting progress?</s_text><sep/><s_text>T: When, time of day, duration</s_text></s_node-4><sep/><s_text>Link Maps...</s_text></s_node-3><sep/><s_text>Group Review</s_text></s_node-2><sep/><s_text>Conclusions</s_text><s_node-2><s_text>E-Learning Access</s_text><sep/><s_text>Further Information</s_text><sep/><s_text>Checking Out</s_text><s_node-3><s_text>Richard</s_text><s_node-4><s_text>Lean Startup</s_text><sep/><s_text>Business Model Canvas</s_text></s_node-4><sep/><s_text>Andrew</s_text><s_node-4><s_text>Capture more info</s_text><s_node-5><s_text>Many sources</s_text><sep/><s_text>Work with the info</s_text></s_node-5></s_node-4><sep/><s_text>Malcolm</s_text><s_node-4><s_text>Expectation</s_text><s_node-5><s_text>Time management</s_text></s_node-5><sep/><s_text>Reality</s_text><s_node-5><s_text>Task/attention management</s_text></s_node-5></s_node-4><sep/><s_text>Alistair</s_text><s_node-4><s_text>Practical approach</s_text></s_node-4></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Convert the mind map information in the image into a readable structured output.

[Assistant] <s_map><s_node-0><s_text>Business Plan Template (Developed)</s_text><s_node-1><s_text>Executive Summary</s_text><s_node-2><s_text>Purpose of Plan</s_text><sep/><s_text>Summary</s_text><sep/><s_text>Outline rewards</s_text></s_node-2><sep/><s_text>Business & Management</s_text><s_node-2><s_text>History</s_text><s_node-3><s_text>Origin: 2006</s_text><sep/><s_text>Early years: 2008-2011</s_text><sep/><s_text>Recent years</s_text><s_node-4><s_text>Business model</s_text><s_node-5><s_text>B2C</s_text><sep/><s_text>B2V</s_text><sep/><s_text>B2B</s_text></s_node-5><sep/><s_text>Overlap with performance?</s_text><s_relation>Performance ()</s_relation></s_node-4></s_node-3><sep/><s_text>Performance</s_text><s_relation>Overlap with performance? ()</s_relation><s_node-3><s_text>Year 8</s_text><sep/><s_text>Year 9</s_text><sep/><s_text>Year 10</s_text><s_node-4><s_text>子主题</s_text></s_node-4></s_node-3><sep/><s_text>Mission</s_text><s_node-3><s_text>Be the best source of mind mapping Templates, Tutorials, and Training in the world.</s_text></s_node-3><sep/><s_text>Objectives</s_text><s_node-3><s_text>Industry leader within 3 years</s_text><s_node-4><s_text>Number 1 in search</s_text><sep/><s_text>Key Result 3</s_text></s_node-4><sep/><s_text>Objective:</s_text><s_node-4><s_text>Key Result 1</s_text><sep/><s_text>Key Result 2</s_text><sep/><s_text>Key Result 3</s_text></s_node-4><sep/><s_text>Objective:</s_text><s_node-4><s_text>Key Result 1</s_text><sep/><s_text>Key Result 2</s_text><sep/><s_text>Key Result 3</s_text></s_node-4></s_node-3><sep/><s_text>Key people</s_text><s_node-3><s_text>Management team</s_text><s_node-4><s_text>Yasir</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5><sep/><s_text>Graham</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5><sep/><s_text>Probir</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5></s_node-4><sep/><s_text>Key employees</s_text><s_node-4><s_text>Juliana</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5><sep/><s_text>Andreas</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5><sep/><s_text>Suleiman</s_text><s_node-5><s_text>Title:</s_text><sep/><s_text>Responsibilities</s_text></s_node-5></s_node-4><sep/><s_text>Advisers</s_text><s_node-4><s_text>Steve</s_text><s_node-5><s_text>Expertise</s_text></s_node-5><sep/><s_text>Maneesh</s_text><s_node-5><s_text>Expertise</s_text></s_node-5><sep/><s_text>Mohamed</s_text><s_node-5><s_text>Expertise</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Legal info</s_text></s_node-2><sep/><s_text>Finances</s_text><s_node-2><s_text>Forecasts</s_text><s_node-3><s_text>P&L Forecasts</s_text><sep/><s_text>Cash flow forecasts</s_text><sep/><s_text>Balance sheet forecasts</s_text><s_node-4><s_text>Most recent version?</s_text></s_node-4></s_node-3><sep/><s_text>Analysis</s_text><s_node-3><s_text>Balance sheet analysis</s_text><sep/><s_text>Key performance ratios</s_text></s_node-3><sep/><s_text>Assumptions</s_text><sep/><s_text>Funding</s_text><s_node-3><s_text>Purpose</s_text><sep/><s_text>Funding info</s_text><s_node-4><s_text>Levels</s_text><sep/><s_text>Timing</s_text><sep/><s_text>Type</s_text></s_node-4><sep/><s_text>Return on Investment</s_text></s_node-3></s_node-2><sep/><s_text>Market analysis</s_text><s_node-2><s_text>Market trends</s_text><s_node-3><s_text>Move to online tools</s_text><s_node-4><s_text>See PEST analysis</s_text></s_node-4><sep/><s_text>Growth in Asia</s_text><s_node-4><s_text>See PEST analysis</s_text></s_node-4><sep/><s_text>Growing middle class</s_text><s_node-4><s_text>See PEST analysis</s_text></s_node-4></s_node-3><sep/><s_text>Sales forecast</s_text><sep/><s_text>Customers</s_text><s_node-3><s_text>Current</s_text><s_node-4><s_text>Bravo Co</s_text><s_node-5><s_text>Customer value</s_text><s_node-6><s_text>Product A</s_text><sep/><s_text>Product C</s_text><sep/><s_text>Product F</s_text></s_node-6><sep/><s_text>Opportunities</s_text><s_node-6><s_text>Product X</s_text><sep/><s_text>Product Y</s_text></s_node-6></s_node-5><sep/><s_text>Alpha Co</s_text><sep/><s_text>Foxtrot Co</s_text><s_node-5><s_text>Not yet signed. Should we include as current or potential?</s_text></s_node-5><sep/><s_text>Zulu Co</s_text></s_node-4><sep/><s_text>Potential</s_text><s_node-4><s_text>Echo Co</s_text><sep/><s_text>Tango Co</s_text></s_node-4></s_node-3><sep/><s_text>Competitor analysis</s_text></s_node-2><sep/><s_text>Business Strategy</s_text><s_node-2><s_text>PEST</s_text><s_node-3><s_text>Political</s_text><sep/><s_text>Economic</s_text><s_node-4><s_text>Growth in Asia</s_text><s_node-5><s_text>New providers</s_text><sep/><s_text>Growing customer base</s_text></s_node-5></s_node-4><sep/><s_text>Social</s_text><sep/><s_text>Technical</s_text><s_node-4><s_text>Move to online tools</s_text></s_node-4></s_node-3><sep/><s_text>SWOT</s_text><s_node-3><s_text>Strengths</s_text><s_node-4><s_text>Our leadership position</s_text><sep/><s_text>Strong team</s_text><sep/><s_text>Energised market</s_text></s_node-4><sep/><s_text>Weaknesses</s_text><s_node-4><s_text>Leadership clarity</s_text><sep/><s_text>Systems training</s_text><sep/><s_text>Office location</s_text></s_node-4><sep/><s_text>Opportunities</s_text><s_node-4><s_text>Office relocation</s_text><sep/><s_text>Grow partnerships</s_text><sep/><s_text>China expansion</s_text></s_node-4><sep/><s_text>Threats</s_text><s_node-4><s_text>Disengaged stakeholders</s_text><sep/><s_text>Employee morale</s_text><sep/><s_text>Competitor activity</s_text></s_node-4></s_node-3><sep/><s_text>Contingency Planning</s_text><sep/><s_text>Marketing Strategy</s_text><s_node-3><s_text>Product</s_text><s_node-4><s_text>Research</s_text><s_node-5><s_text>Elements of B2B value</s_text><sep/><s_text>Elements of B2C value</s_text></s_node-5></s_node-4><sep/><s_text>Place</s_text><sep/><s_text>Price</s_text><sep/><s_text>Promotion</s_text></s_node-3><sep/><s_text>Distribution</s_text></s_node-2><sep/><s_text>Products/Services</s_text><s_node-2><s_text>Description</s_text><s_node-3><s_text>B2C</s_text><s_node-4><s_text>PRO</s_text><s_node-5><s_text>What stats to include here?</s_text></s_node-5><sep/><s_text>Certification</s_text></s_node-4><sep/><s_text>B2B</s_text><s_node-4><s_text>Training</s_text><s_node-5><s_text>Software-specific</s_text><sep/><s_text>General Mind Mapping</s_text></s_node-5><sep/><s_text>Consulting</s_text><s_node-5><s_text>Template Development</s_text><sep/><s_text>Software Onboarding</s_text></s_node-5></s_node-4><sep/><s_text>B2V</s_text><s_node-4><s_text>Partner Network</s_text><sep/><s_text>Advertising</s_text></s_node-4></s_node-3><sep/><s_text>Features & Benefits</s_text><sep/><s_text>Competitive comparison</s_text><sep/><s_text>Intellectual Property</s_text><sep/><s_text>Product Development</s_text></s_node-2><sep/><s_text>Operations</s_text><s_node-2><s_text>Process/Service provision</s_text><sep/><s_text>Facilities/Equipment</s_text><s_node-3><s_text>IT Infrastructure</s_text><s_node-4><s_text>Servers</s_text><sep/><s_text>Services</s_text></s_node-4><sep/><s_text>Offices</s_text><s_node-4><s_text>London</s_text><sep/><s_text>Oxford</s_text></s_node-4></s_node-3><sep/><s_text>Capacity planning</s_text><sep/><s_text>Suppliers</s_text><s_node-3><s_text>Technical Support</s_text><s_node-4><s_text>Zulu Co</s_text><sep/><s_text>Romeo CO</s_text></s_node-4><sep/><s_text>Service Partners</s_text><s_node-4><s_text>EMEA</s_text><s_node-5><s_text>Partner JK</s_text><sep/><s_text>Partner AL</s_text><sep/><s_text>Partner MK</s_text></s_node-5><sep/><s_text>Americas</s_text><s_node-5><s_text>Partner HG</s_text><sep/><s_text>Partner TK</s_text></s_node-5><sep/><s_text>APAC</s_text><s_node-5><s_text>No partners at present</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>People</s_text><s_node-2><s_text>Recruitment</s_text><sep/><s_text>Retention</s_text><sep/><s_text>Insurance</s_text></s_node-2><sep/><s_text>Appendices</s_text><s_node-2><s_text>Resume information</s_text><sep/><s_text>Detailed spreadsheets</s_text><sep/><s_text>Full SWOT Analysis</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Please list in detail the topics, subtopics, and their connections in the mind map.

[Assistant] <s_map><s_node-0><s_text>Workshop: Social Methods</s_text><s_node-1><s_text>Chair: Ray Mead P3M Global</s_text><s_node-2><s_text>People</s_text><sep/><s_text>Process</s_text><sep/><s_text>Technology</s_text><s_node-3><s_text>empowers and enables, does NOT drive</s_text><sep/><s_text>Seeing a shift to leading with technology</s_text><s_node-4><s_text>Is challenging priority of people and processes</s_text></s_node-4></s_node-3><sep/><s_text>getting the right mix is the key or trick</s_text><sep/><s_text>Failures happen when one of three dominates at the cost to others</s_text></s_node-2><sep/><s_text>Mix of staff and contractors</s_text><s_node-2><s_text>Can lead to knowledge (experience) in the internal staffing (not in contractors)</s_text><sep/><s_text>Forces standards and methods to keep our own people knowledgeable and capable</s_text></s_node-2><sep/><s_text>Risk management</s_text><sep/><s_text>Methods - what is happening now?</s_text><s_node-2><s_text>How are they evolving to adapt to social trend</s_text><sep/><s_text>we reorganise so much we are not ahead of the curve</s_text><sep/><s_text>we're getting things like Yammer, and working how it fits</s_text><s_node-3><s_text>Messenger</s_text><sep/><s_text>Can remember conversations</s_text></s_node-3></s_node-2><sep/><s_text>Next methodology</s_text><s_node-2><s_text>Do you have a social media policy</s_text><s_node-3><s_text>More HR led what you can and cannot do</s_text></s_node-3><sep/><s_text>How do we regulate what people can and cannot do with tools</s_text><s_node-3><s_text>again in HR policies</s_text></s_node-3><sep/><s_text>In our projects we have to develop our OWN culture of risk management and use of tools, and processes</s_text></s_node-2><sep/><s_text>Is there a shift to collaborative exploring what is happening and less compliance driven</s_text><s_node-2><s_text>Asking how is it working?</s_text><sep/><s_text>What is happening?</s_text><sep/><s_text>Have you what you need to control, perform</s_text><sep/><s_text>Less tick box compliance</s_text></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Importance of leadership by our people</s_text><s_node-2><s_text>They know what way we want to work</s_text><sep/><s_text>Shifting to get more information out to people to enable their understanding and confidence</s_text><sep/><s_text>They know about the competencies of people</s_text><sep/><s_text>Changing the nature of contractors engagement</s_text><s_node-3><s_text>Inductions for new</s_text><sep/><s_text>Clinics for learning and processes</s_text></s_node-3></s_node-2><sep/><s_text>People need</s_text><s_node-2><s_text>More subject matter experts who can challenge and enable improvement</s_text></s_node-2><sep/><s_text>New tools and ways of working continuously to be absorbed</s_text><s_node-2><s_text>have challenge of existing systems being 'locked down' and limiting use</s_text><sep/><s_text>Works best when there is a groundswell</s_text><sep/><s_text>Impact is going to be 'competition' and energy to use new systems to achieve</s_text></s_node-2><sep/><s_text>Variation between business units working vs central PMO</s_text><s_node-2><s_text>Often central PMO NOT wanting to be tools pickers</s_text><sep/><s_text>local business units/projects often drive adoption and change</s_text><sep/><s_text>Central PMO recognise different units have different needs, just need to enable data transfer and communication</s_text></s_node-2><sep/><s_text>Challenge of out of date reporting - need for REAL time Dashboards</s_text><s_node-2><s_text>This is big impact area</s_text><sep/><s_text>It will overtake/remove periodic reporting</s_text><sep/><s_text>Anyone can see what is happening real time</s_text><sep/><s_text>Versions of the truth can be addressed by real time vs static (historic) reporting</s_text><sep/><s_text>Will it drive the right or wrong behaviour - it's red, change it to green!</s_text></s_node-2><sep/><s_text>Culture change challenge</s_text><s_node-2><s_text>Whether the organisation tolerates the truth</s_text><sep/><s_text>Avoiding people writing reports to pacify leaders instead of truth</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Please list in detail the topics, subtopics, and their connections in the mind map.

[Assistant] <s_map><s_node-0><s_text>Ministry of Foreign Affairs (Soviet Union)  Commissars and ministers</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (Warsaw/POLAND)</s_text><sep/><s_text>all info https://en.wikipedia.org/wiki/ Ministry_of_Foreign_Affairs_(Soviet_Union)</s_text></s_node-2><sep/><s_text>intro</s_text><s_node-2><s_text>The Ministry of External Relations (MER) of the Union of Soviet Socialist Republics (USSR) (Russian: Министерство иностранных дел СССР), formed on was founded on 6 July 1923. It had three names during its existence: People's Commissariat for Foreign Affairs (1923–1946), Ministry of Foreign Affairs (1946–1991) and Ministry of External Relations (1991). It was one of the most important government offices in the Soviet Union.The Ministry was led by the Minister of Foreign Affairs prior to 1991, and a Minister of External Relations in 1991. Every leader of the Ministry was nominated by the Chairman of the Council of Ministers and confirmed by the Presidium of the Supreme Soviet, and was a member of the Council of Ministers.</s_text><sep/><s_text>The Ministry of External Relations negotiated diplomatic treaties, handled Soviet foreign affairs along with the International Department of the Communist Party of the Soviet Union (CPSU) and aided in the guidance of world communism and anti-imperialism, both strong themes of Soviet policy. Before Mikhail Gorbachev became CPSU General Secretary, the organisational structure of the MER mostly stayed the same. As many other Soviet agencies, the MER had an inner-policy group known as the Collegium, made up of the minister, the two first deputy ministers and nine deputy ministers, among others. Each deputy minister usually headed his own department.</s_text></s_node-2><sep/><s_text>People's Commissar for Foreign Affairs of the USSR</s_text><s_node-2><s_text>Georgy Chicherin (1872–1936)</s_text><s_node-3><s_text>6 July 1923</s_text><sep/><s_text>21 July 1930</s_text><sep/><s_text>Lenin II</s_text><sep/><s_text>Rykov I–II–III–IV–V</s_text></s_node-3><sep/><s_text>Maxim Litvinov (1876–1951)</s_text><s_node-3><s_text>21 July 1930</s_text><sep/><s_text>3 May 1939</s_text><sep/><s_text>Molotov I–II–III–IV</s_text></s_node-3><sep/><s_text>Vyacheslav Molotov (1890–1986)</s_text><s_node-3><s_text>3 May 1939</s_text><sep/><s_text>15 March 1946</s_text><sep/><s_text>Molotov IV</s_text><sep/><s_text>Stalin I–II</s_text></s_node-3></s_node-2><sep/><s_text>Minister of Foreign Affairs of the USSR</s_text><s_node-2><s_text>Vyacheslav Molotov (1890–1986)</s_text><s_node-3><s_text>19 March 1946</s_text><sep/><s_text>4 March 1949</s_text><sep/><s_text>Stalin II</s_text></s_node-3><sep/><s_text>Andrey Vyshinsky (1883–1954)</s_text><s_node-3><s_text>4 March 1949</s_text><sep/><s_text>5 March 1953</s_text><sep/><s_text>Stalin II</s_text></s_node-3><sep/><s_text>Vyacheslav Molotov (1890–1986)</s_text><s_node-3><s_text>5 March 1953</s_text><sep/><s_text>1 June 1956</s_text><sep/><s_text>Malenkov I–II</s_text><sep/><s_text>Bulganin</s_text></s_node-3><sep/><s_text>Dmitri Shepilov (1905–1995)</s_text><s_node-3><s_text>1 June 1956</s_text><sep/><s_text>15 February 1957</s_text><sep/><s_text>Bulganin</s_text><sep/><s_text>Khrushchev I</s_text></s_node-3><sep/><s_text>Andrei Gromyko (1909–1989)</s_text><s_node-3><s_text>15 February 1957</s_text><sep/><s_text>2 July 1985</s_text><sep/><s_text>Khrushchev I–II</s_text><sep/><s_text>Kosygin I–II–III–IV–V</s_text><sep/><s_text>Tikhonov I–II</s_text></s_node-3><sep/><s_text>Eduard Shevardnadze (1928–2014)</s_text><s_node-3><s_text>2 July 1985</s_text><sep/><s_text>15 January 1991</s_text><sep/><s_text>Tikhonov II</s_text><sep/><s_text>Ryzhkov I–II</s_text></s_node-3><sep/><s_text>Alexander Bessmertnykh (born 1933)</s_text><s_node-3><s_text>15 January 1991</s_text><sep/><s_text>28 August 1991</s_text><sep/><s_text>Pavlov</s_text></s_node-3><sep/><s_text>Boris Pankin (acting) (born 1931)</s_text><s_node-3><s_text>28 August 1991</s_text><sep/><s_text>18 November 1991</s_text><sep/><s_text>Silayev</s_text></s_node-3></s_node-2><sep/><s_text>Minister of External Relations of the USSR</s_text><s_node-2><s_text>Eduard Shevardnadze (1928–2014)</s_text><s_node-3><s_text>19 November 1991</s_text><sep/><s_text>25 December 1991</s_text><sep/><s_text>Silayev</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Parse this mind map and present its content in a structured way.

[Assistant] <s_map><s_node-0><s_text>Administrative divisions of Morocco</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (Warsaw/POLAND)</s_text><sep/><s_text>all information https://en.wikipedia.org/wiki/Administrative_divisions_of_Morocco</s_text></s_node-2><sep/><s_text>information</s_text><s_node-2><s_text>Capital</s_text><s_node-3><s_text>Rabat</s_text></s_node-3><sep/><s_text>Largest city</s_text><s_node-3><s_text>Casablanca</s_text></s_node-3><sep/><s_text>Government</s_text><s_node-3><s_text>Unitary parliamentary constitutional monarchy</s_text><sep/><s_text>King</s_text><s_node-4><s_text>Mohammed VI</s_text></s_node-4><sep/><s_text>Prime Minister</s_text><s_node-4><s_text>Saadeddine Othmani</s_text></s_node-4></s_node-3><sep/><s_text>Area</s_text><s_node-3><s_text>710,850 km2</s_text></s_node-3><sep/><s_text>Time zone</s_text><s_node-3><s_text>UTC+1</s_text></s_node-3><sep/><s_text>Calling code</s_text><s_node-3><s_text>+212</s_text></s_node-3></s_node-2><sep/><s_text>introduction</s_text><s_node-2><s_text>is a country located in the Maghreb region of North Africa. It overlooks the Mediterranean Sea to the north and the Atlantic Ocean to the west, with land border with Algeria to the east and Western Sahara to the south (status disputed). Morocco also claims the exclaves of Ceuta, Melilla and Peñón de Vélez de la Gomera, all of them under Spanish jurisdiction, as well as several small Spanish-controlled islands of its coast.[11] The capital is Rabat and the largest city is Casablanca.[12] Morocco spans an area of 710,850 km2 (274,460 sq mi) and has a population of over 36 million.</s_text><sep/><s_text>Morocco's predominant religion is Islam, and its official languages are Arabic and Berber, the latter achieving official recognition in 2011,[14] having been the native language of Morocco before the Muslim conquest in the seventh century C.E.[15] The Moroccan dialect of Arabic, referred to as Darija, and French are also widely spoken. Moroccan culture is a blend of Berber, Arab, Sephardi Jews, West African and European influences.</s_text><sep/><s_text>Morocco is a member of the</s_text><s_node-3><s_text>Arab League</s_text><sep/><s_text>Union for the Mediterranean</s_text><sep/><s_text>African Union.</s_text></s_node-3></s_node-2><sep/><s_text>Western Sahara</s_text><s_node-2><s_text>Guelmim-Oued Noun Region</s_text><s_node-3><s_text>Assa-Zag Province (partly located in Western Sahara)</s_text><sep/><s_text>Sidi Ifni Province (located in Mainland Morocco)</s_text><sep/><s_text>Guelmim Province (located in Mainland Morocco)</s_text><sep/><s_text>Tan-Tan Province (located in Mainland Morocco)</s_text></s_node-3><sep/><s_text>Laâyoune-Sakia El Hamra Region</s_text><s_node-3><s_text>Boujdour Province</s_text><sep/><s_text>Es Semara Province</s_text><sep/><s_text>Laâyoune Province</s_text><sep/><s_text>Tarfaya Province</s_text></s_node-3><sep/><s_text>Dakhla-Oued Ed-Dahab Region</s_text><s_node-3><s_text>Aousserd Province</s_text><sep/><s_text>Oued Ed-Dahab Province</s_text></s_node-3></s_node-2><sep/><s_text>Mainland Morocco</s_text><s_node-2><s_text>Tanger-Tetouan-Al Hoceima Region</s_text><s_node-3><s_text>M'diq-Fnideq Prefecture</s_text><sep/><s_text>Tangier-Assilah Prefecture</s_text><sep/><s_text>Al Hoceïma Province</s_text><sep/><s_text>Chefchaouen Province</s_text><sep/><s_text>Fahs-Anjra Province</s_text><sep/><s_text>Larache Province</s_text><sep/><s_text>Ouezzane Province</s_text><sep/><s_text>Tétouan Province</s_text></s_node-3><sep/><s_text>Oriental Region</s_text><s_node-3><s_text>Prefecture of Oujda-Angad</s_text><sep/><s_text>Berkane Province</s_text><sep/><s_text>Driouch Province</s_text><sep/><s_text>Figuig Province</s_text><sep/><s_text>Guercif Province</s_text><sep/><s_text>Jerada Province</s_text><sep/><s_text>Nador Province</s_text><sep/><s_text>Taourirt Province</s_text></s_node-3><sep/><s_text>Fès-Meknès Region</s_text><s_node-3><s_text>Prefecture of Fès</s_text><sep/><s_text>Prefecture of Meknès</s_text><sep/><s_text>Boulemane Province</s_text><sep/><s_text>El Hajeb Province</s_text><sep/><s_text>Ifrane Province</s_text><sep/><s_text>Sefrou Province</s_text><sep/><s_text>Taounate Province</s_text><sep/><s_text>Taza Province</s_text><sep/><s_text>Moulay Yacoub Province</s_text></s_node-3><sep/><s_text>Rabat-Salé-Kénitra Region</s_text><s_node-3><s_text>Prefecture of Rabat</s_text><sep/><s_text>Prefecture of Salé</s_text><sep/><s_text>Prefecture of Skhirat-Témara</s_text><sep/><s_text>Kénitra Province</s_text><sep/><s_text>Khémisset Province</s_text><sep/><s_text>Sidi Kacem Province</s_text><sep/><s_text>Sidi Slimane Province</s_text></s_node-3><sep/><s_text>Béni Mellal-Khénifra Region</s_text><s_node-3><s_text>Azilal Province</s_text><sep/><s_text>Béni-Mellal Province</s_text><sep/><s_text>Fquih Ben Salah Province</s_text><sep/><s_text>Khénifra Province</s_text><sep/><s_text>Khouribga Province</s_text></s_node-3><sep/><s_text>Casablanca-Settat Region</s_text><s_node-3><s_text>Prefecture of Casablanca</s_text><s_node-4><s_text>Prefecture of arrondissements of Casablanca Anfa</s_text><sep/><s_text>Prefecture of arrondissements of Al Fida - Mers Sultan</s_text><sep/><s_text>Prefecture of arrondissements of Aïn Sebaâ - Hay Mohammadi</s_text><sep/><s_text>Prefecture of arrondissement of Hay Hassani</s_text><sep/><s_text>Prefecture of arrondissement of Aïn Chock</s_text><sep/><s_text>Prefecture of arrondissements of Sidi Bernoussi</s_text><sep/><s_text>Prefecture of arrondissements of Ben M'Sick</s_text><sep/><s_text>Prefecture of arrondissements of Moulay Rachid</s_text></s_node-4><sep/><s_text>Prefecture of Mohammedia</s_text><sep/><s_text>Ben Slimane Province</s_text><sep/><s_text>Berrechid Province</s_text><sep/><s_text>El Jadida Province</s_text><sep/><s_text>Médiouna Province</s_text><sep/><s_text>Nouaceur Province</s_text><sep/><s_text>Settat Province</s_text><sep/><s_text>Sidi Bennour Province</s_text></s_node-3><sep/><s_text>Marrakech-Safi Region</s_text><s_node-3><s_text>Prefecture of Marrakech (fr)</s_text><sep/><s_text>Al Haouz Province</s_text><sep/><s_text>Chichaoua Province</s_text><sep/><s_text>El Kelâat Es-Sraghna Province</s_text><sep/><s_text>Essaouira Province</s_text><sep/><s_text>Rehamna Province</s_text><sep/><s_text>Safi Province</s_text><sep/><s_text>Youssoufia Province</s_text></s_node-3><sep/><s_text>Drâa-Tafilalet Region</s_text><s_node-3><s_text>Errachidia Province</s_text><sep/><s_text>Midelt Province</s_text><sep/><s_text>Ouarzazate Province</s_text><sep/><s_text>Tinghir Province</s_text><sep/><s_text>Zagora Province</s_text></s_node-3><sep/><s_text>Souss-Massa Region</s_text><s_node-3><s_text>Prefecture of Agadir-Ida Ou Tanane</s_text><sep/><s_text>Prefecture of Inezgane-Aït Melloul</s_text><sep/><s_text>Chtouka Aït Baha Province</s_text><sep/><s_text>Taroudant Province</s_text><sep/><s_text>Tata Province</s_text><sep/><s_text>Tiznit Province</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>