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[Assistant] <s_map><s_node-0><s_text>Concussion</s_text><s_node-1><s_text>First Aid</s_text><s_node-2><s_text>Assess the victim. Examine the wound and look carefully at the victim. Visible external injuries are not always a good gauge, as some very minor scalp wounds bleed profusely, while some less visible impact injuries can cause major brain impairment.</s_text><sep/><s_text>Any suspected head injury, or concussion, needs to be evaluated by a medical professional. What may seem like a minor head injury could be a fatal one. The best rule is to call for medical assistance if you have any doubts</s_text><sep/><s_text>Keep the victim as still as possible. Avoid moving the victim, as doing so may cause further injury. However, if the victim is in immediate danger, it may be necessary to move the victim.</s_text><sep/><s_text>Know how to assess consciousness. It is important to know whether or not the victim is conscious, as the victim needs special positioning if unconscious, paying particular attention to breathing.</s_text><s_node-3><s_text>A - is the victim alert? - are your questions being answered? (see step below for question samples)</s_text><sep/><s_text>V - does the victim respond to voice? - give spoken commands or ask questions (see step below for question samples)</s_text><sep/><s_text>P - does the victim respond to pain or touch? - pinch skin to see if there is movement or eyes opening</s_text><sep/><s_text>U - is the victim unresponsive to anything attempted?</s_text></s_node-3><sep/><s_text>If the victim is conscious, ask questions continually. This serves two purposes: to assess the degree of the victim's impairment, and to keep the victim awake.</s_text><sep/><s_text>Keep the conscious or unconscious victim's head cool with an ice pack or damp cloths. This can prevent brain swelling. Monitor the body temperature, however, as the victim should be protected from any extremes of temperature.</s_text><sep/><s_text>Allow the victim to rest. If the victim wishes to sleep, wake the victim every quarter hour for the first 2 hours, then every half hour for the following 2 hours, then hourly.[9] Every time you wake them, do the AVPU consciousness test as outlined above.</s_text></s_node-2><sep/><s_text>Getting Better</s_text><s_node-2><s_text>Adults</s_text><s_node-3><s_text>Some people report that flying in airplanes makes their symptoms worse shortly after a concussion.</s_text><sep/><s_text>Avoid sustained computer use, including computer/video games early in the recovery process.</s_text><sep/><s_text>Do not neglect your basic needs, such as eating well and getting enough rest.</s_text><sep/><s_text>Consult with family members or close friends when making important decisions.</s_text><sep/><s_text>If you’re easily distracted, try to do one thing at a time. For example, don’t try to watch TV while fixing dinner.</s_text><sep/><s_text>Write down the things that may be harder than usual for you to remember.</s_text><sep/><s_text>Do not drink alcoholic beverages until your health care professional says you are well enough. Alcohol and other drugs may slow your recovery and put you at risk of further injury.</s_text><sep/><s_text>Take only those drugs that your health care professional has approved.</s_text><sep/><s_text>Consider talking with your employer about returning to work gradually and about changing your work activities or schedule until you recover (e.g., work half-days).</s_text><sep/><s_text>Talk with your health care professional about when you can return to work. Ask about how you can help your employer understand what has happened to you.</s_text><sep/><s_text>Because your ability to react may be slower after a concussion, ask your health care professional when you can safely drive a car, ride a bike, or operate heavy equipment.</s_text><sep/><s_text>When your health care professional says you are well enough, return to your normal activities gradually, not all at once.</s_text><sep/><s_text>Avoid activities, such as contact or recreational sports, that could lead to another concussion. (It is best to avoid roller coasters or other high speed rides that can make your symptoms worse or even cause a concussion.)</s_text><sep/><s_text>Avoid activities that are physically demanding (e.g., heavy housecleaning, weightlifting/working-out) or require a lot of concentration (e.g., balancing your checkbook). They can make your symptoms worse and slow your recovery.</s_text><sep/><s_text>Get plenty of sleep at night, and rest during the day.</s_text></s_node-3><sep/><s_text>Children</s_text><s_node-3><s_text>Having the child get plenty of rest. Keep a regular sleep schedule, including no late nights and no sleepovers.</s_text><sep/><s_text>Making sure the child avoids high-risk/ high-speed activities such as riding a bicycle, playing sports, or climbing playground equipment, roller coasters or rides that could result in another bump, blow, or jolt to the head or body. Children should not return to these types of activities until their health care professional says they are well enough.</s_text><sep/><s_text>Giving the child only those drugs that are approved by the pediatrician or family physician.</s_text><sep/><s_text>Talking with their health care professional about when the child should return to school and other activities and how the parent or caregiver can help the child deal with the challenges that the child may face. For example, your child may need to spend fewer hours at school, rest often, or require more time to take tests.</s_text><sep/><s_text>Sharing information about concussion with parents, siblings, teachers, counselors, babysitters, coaches, and others who interact with the child helps them understand what has happened and how to meet the child’s needs.</s_text><sep/><s_text>Help Prevent Long-Term Problems</s_text></s_node-3></s_node-2><sep/><s_text>Effects</s_text><s_node-2><s_text>Thinking</s_text><s_node-3><s_text>Memory</s_text><sep/><s_text>Reasoning</s_text></s_node-3><sep/><s_text>Sensation</s_text><s_node-3><s_text>Touch</s_text><sep/><s_text>Taste</s_text><sep/><s_text>Smell</s_text></s_node-3><sep/><s_text>Language</s_text><s_node-3><s_text>Communication</s_text><sep/><s_text>Expression</s_text><sep/><s_text>Understanding</s_text></s_node-3><sep/><s_text>Emotion</s_text><s_node-3><s_text>Depression</s_text><sep/><s_text>Anxiety</s_text><sep/><s_text>Personality Changes</s_text><sep/><s_text>Aggression</s_text><sep/><s_text>Acting out</s_text><sep/><s_text>Social Inappropriateness</s_text></s_node-3><sep/><s_text>FAQs</s_text><s_node-3><s_text>Social symptoms following TBI Answers About Brain Injury FAQ for Reporters</s_text></s_node-3></s_node-2><sep/><s_text>Treatment</s_text><s_node-2><s_text>Little can be done to reverse the initial brain damage caused by trauma, medical personnel try to stabilize an individual with TBI and focus on preventing further injury. Primary concerns include insuring proper oxygen supply to the brain and the rest of the body, maintaining adequate blood flow, and controlling blood pressure.</s_text><sep/><s_text>Clinical Practice Guideline Department of Veterans Affairs Department of Defense</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>Prevention</s_text><s_node-2><s_text>Wear appropriate protective gear during sports and other recreational activities. Always use the appropriate protective gear for any sport you or your child undertakes. Make sure the equipment fits properly, is well maintained and worn correctly. Follow the rules of the game and practice good sportsmanship. When bicycling, motorcycling, snowboarding or engaging in any recreational activity that may result in head injury, wear protective headgear.</s_text><sep/><s_text>Buckle your seat belt. Wearing a seat belt may prevent serious injury, including an injury to your head, during a traffic accident.</s_text><sep/><s_text>Make your home safe. Keep your home well lit and your floors free of clutter — meaning anything that might cause you to trip and fall. Falls around the home are the leading cause of head injury for infants, toddlers and older adults.</s_text><sep/><s_text>Protect your children. To help lessen the risk of head injuries to your children, pad countertops and edges of tables, block off stairways and install window guards. Don't let your children play sports that aren't suitable for their ages.</s_text><sep/><s_text>Use caution in and around swimming areas. Don't dive into water less than 9 feet (3 meters) deep. Read and follow posted safety rules at water parks and swimming pools.</s_text><sep/><s_text>Wear sensible shoes. If you're older, wear shoes that are easy to walk and maneuver in. Avoid wearing high heels, sandals with thin straps, or shoes that are either too slippery or too sticky.</s_text></s_node-2><sep/><s_text>Information to forward to health care professionals</s_text><s_node-2><s_text>Cause of the injury and force of the hit or blow to the head or body</s_text><sep/><s_text>Any loss of consciousness (passed out/knocked out) and if so, for how long</s_text><sep/><s_text>Any memory loss immediately following the injury</s_text><sep/><s_text>Any seizures immediately following the injury</s_text><sep/><s_text>Number of previous concussions (if any)</s_text></s_node-2><sep/><s_text>Recognition</s_text><s_node-2><s_text>Any change in the athlete’s behavior, thinking, or physical functioning</s_text><s_node-3><s_text>Signs observed by coaching stuff</s_text><s_node-4><s_text>Appears dazed or stunned</s_text><sep/><s_text>Is confused about assignment or position</s_text><sep/><s_text>Forgets an instruction</s_text><sep/><s_text>Is unsure of game, score, or opponent</s_text><sep/><s_text>Moves clumsily</s_text><sep/><s_text>Answers questions slowly</s_text><sep/><s_text>Loses consciousness (even briefly)</s_text><sep/><s_text>Shows mood, behavior, or personality changes</s_text><sep/><s_text>Can’t recall events prior to hit or fall</s_text><sep/><s_text>Can’t recall events after hit or fall</s_text></s_node-4><sep/><s_text>Symptoms reported by athlete</s_text><s_node-4><s_text>Headache or “pressure” in head</s_text><sep/><s_text>Nausea or vomiting</s_text><sep/><s_text>Balance problems or dizziness</s_text><sep/><s_text>Double or blurry vision</s_text><sep/><s_text>Sensitivity to light</s_text><sep/><s_text>Sensitivity to noise</s_text><sep/><s_text>Feeling sluggish, hazy, foggy, or groggy</s_text><sep/><s_text>Concentration or memory problems</s_text><sep/><s_text>Confusion</s_text><sep/><s_text>Does not “feel right” or is “feeling down”</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>SLP Speech-Language-Pathology</s_text><s_node-2><s_text>Aphasia refers to the interference of the use and understanding of language following neurological damage. Aphasia may be diagnosed as fluent or nonfluent and can present with a variety of different behaviors. Fluent aphasia refers to an individual who appears to be speaking at a reasonable rate and pitch pattern although the words the individual is using may not make sense or may be scrambled. An individual with nonfluent aphasia may speak “telegraphically” meaning they only use nouns or verbs and leave out filler words that make a conversation cohesive. It is important to remember that with brain injury, these diagnoses may be combined with many other variables making them hard to differentiate between other diagnoses.</s_text><sep/><s_text>Apraxia of speech (AOS) is an acquired impairment of the ability to plan or program movements required for the production of speech. AOS is caused by a disturbance in the motor strip of the brain that plans and sequences movements for speech. AOS is characterized by an individual inserting or substituting sounds in words, slowed speech, excessive pauses, and abnormal stress patterns. Due to the area in the brain, AOS often co-occurs with aphasia and is often hard to differentiate.</s_text><sep/><s_text>Dysarthria is a generic name for a group of speech disorders that result from muscular disturbances. The symptoms of dysarthria vary and can be caused by paralysis, weakness, or incoordination of the speech musculature. Dysarthria can also be noted by changes in speed, steadiness, or accuracy of movements for speech.</s_text><sep/><s_text>Dysphagia is a term meaning swallowing problems. Often, a brain injury can affect the muscles and nerves and cause problems during the swallow. An SLP is in charge of evaluating and treating the individual’s swallowing and determining what is safe for them to eat. An SLP may teach strategies that protect their airway or that help strengthen mouth and neck muscles. Altering diet and prescribing exercises or strategies are determined appropriate by each trained SLP on a case-by-case basis.</s_text><sep/><s_text>Cognition is an individual’s thinking ability. Deficits in the area of cognition are often seen no matter what the severity of the head injury is. Cognitive deficits may be harder to identify than other physical deficits.</s_text><s_node-3><s_text>Memory After TBI, memory can be affected in many ways. Although there are multiple types of memory, the most vulnerable form of memory when discussing TBI is working memory. Working memory is the ability to take in information and modify the information based on what is required of the individual. Someone with working memory deficits may have problems understanding what they hear or have difficulties in conversations.</s_text><sep/><s_text>Attention Attention can be affected in all staged of TBI recovery. In the early stages of brain injury, and individual’s attention can be severely compromised in all areas. The most common attention deficit in recovered individuals is the ability to attend to a task that is cognitively demanding or in highly distracting environments.</s_text><sep/><s_text>Executive Functioning Executive functioning is a high level cognitive ability that includes reasoning, planning, problem solving, and inhibition. Deficits in these areas are common with TBI and typically have a range of severity. Treatment of executive function abilities is vital for the success in rehabilitation and return to social and work environments.</s_text></s_node-3></s_node-2><sep/><s_text>Scales</s_text><s_node-2><s_text>Rancho Los Amigos</s_text><sep/><s_text>Glasgow Coma</s_text><sep/><s_text>FIM Functional Insependence Measure</s_text></s_node-2><sep/><s_text>Types of TBI</s_text><s_node-2><s_text>Closed Head Injury</s_text><sep/><s_text>Open Head Injury</s_text><sep/><s_text>Diffuse Axonal Injury</s_text><sep/><s_text>Coup-contrecoup</s_text><sep/><s_text>Anoxic</s_text><sep/><s_text>Hypoxic</s_text><sep/><s_text>Secondary Problems</s_text><s_node-3><s_text>Intracranial Pressure Brain swelling following an injury. This pressure against the skull can cause more damage if not treated.</s_text><sep/><s_text>Hematoma A collection of blood in different areas of the brain that may cause further damage. There are three types of hematomas: subdural is a vein bleed between the skull and the brain, epidural is an artery bleed between the skull and the brain, and intracerebral is a bleed within the brain.</s_text><sep/><s_text>Hydrocephalus Swelling of the cavities in the brain called ventricles. This occurs when the cerebrospinal fluid, which circulates the brain and spinal cord, gets blocked and the fluid builds up.</s_text></s_node-3></s_node-2><sep/><s_text>Parts of the brain</s_text><s_node-2><s_text>Cerebrum Functions</s_text><s_node-3><s_text>Frontal</s_text><s_node-4><s_text>Attention</s_text><sep/><s_text>Self-Monitoring</s_text><sep/><s_text>Emotions</s_text><sep/><s_text>Problem Solving</s_text><sep/><s_text>Speaking</s_text><sep/><s_text>Judgment</s_text><sep/><s_text>Personality</s_text><sep/><s_text>Behavior</s_text><sep/><s_text>Basic Muscle Movement</s_text></s_node-4></s_node-3><sep/><s_text>Brainstem Functions</s_text><s_node-3><s_text>Temporal</s_text><s_node-4><s_text>Memory</s_text><sep/><s_text>Understanding Language</s_text><sep/><s_text>Hearing</s_text><sep/><s_text>Sequencing</s_text><sep/><s_text>Organization</s_text></s_node-4></s_node-3><sep/><s_text>Cerebellum Functions</s_text><s_node-3><s_text>Parietal</s_text><s_node-4><s_text>Sense of Touch</s_text><sep/><s_text>Perception of Surroundings</s_text><sep/><s_text>Identification of Size, Shapes, and Colors Visual Perception</s_text></s_node-4><sep/><s_text>Occipital</s_text><s_node-4><s_text>Vision</s_text><sep/><s_text>Breathing</s_text><sep/><s_text>Blood Pressure</s_text><sep/><s_text>Attention</s_text><sep/><s_text>Consciousness</s_text><sep/><s_text>Sleep/Wake Cycles</s_text><sep/><s_text>Swallowing</s_text><sep/><s_text>Muscle Coordination</s_text><sep/><s_text>Balance</s_text><sep/><s_text>Visual Perception</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Stats TBI by external cause in the USA 2002-2006</s_text><s_node-2><s_text>52,000 Deaths</s_text><sep/><s_text>275,000 Hospitalizations</s_text><sep/><s_text>1,365,000 Emergency Department Visits</s_text><sep/><s_text>??? Receiving Other Medical Care or No Care</s_text><sep/><s_text>Prevalence</s_text><s_node-3><s_text>Adults 15-24 and 75+</s_text><sep/><s_text>75 % males  25 % females</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


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[Assistant] <s_map><s_node-0><s_text>CONCEPTO RESILIENCIA NEOKIDS</s_text><s_node-1><s_text>DEFINICION</s_text><s_node-2><s_text>Proviene de la Física</s_text><s_node-3><s_text>Expresa las cualidades de algunos materiales de sufrir cambios y recuperar su forma original (ejemplo un resorte).</s_text><sep/><s_text>Las ciencias sociales adoptan el término para referirse a las personas que sobresalen aún a pesar de las adversidades, que tienen la habilidad y capacidad de adaptarse y resurgir antes los inconvenientes de la vida.</s_text><sep/><s_text>En pediatría el enfoque se dirige a niños abandonados; niños en situaciones extremas de abandono familiar; niños prematuros que estuvieron sometidos a diversas enfermedades y adversidades.</s_text></s_node-3></s_node-2><sep/><s_text>FUNDAMENTOS</s_text><s_node-2><s_text>EN 1992 la Dra. Werner en Hawaii, estudió a 701 niños que padecían diversas situaciones como abandono, desnutrición, falta de afecto y agresión</s_text><sep/><s_text>30 años después, más del 80% de ellos habían sobresalido, habían aprendido a leer y escribir por su cuenta y algunos habían llegado a ser exitosos en la vida,</s_text><sep/><s_text>El término fue adoptado por las ciencias sociales para caracterizar a aquellos sujetos que, a pesar de nacer y vivir en condiciones de alto riesgo, se desarrollan psicológicamente sanos y socialmente exitosos (Demóstenes, Piaget, Ana Frank, Rigoberta Menchú son ejemplos de ello)</s_text><sep/><s_text>Tomado del inglés “resilient” que expresa las características mencionadas anteriormente y el sustantivo "resiliencia" que expresa esta condición.</s_text></s_node-2><sep/><s_text>CONCEPTO</s_text><s_node-2><s_text>2 COMPONENTES</s_text><s_node-3><s_text>Resistencia a la destrucción</s_text><sep/><s_text>Capacidad para reconstruir sobre circunstancias o factores adversos</s_text></s_node-3><sep/><s_text>NIÑOS RESILIENTES</s_text><s_node-3><s_text>Aquellos que al estar insertos en una situación de adversidad, esto es, al estar expuestos a una suma de factores de riesgo, tienen la capacidad de utilizar aquellos factores protectores para sobreponerse a la adversidad , crecer y desarrollarse adecuadamente, llegando a madurar como seres adultos competentes, pese a los pronósticos desfavorables</s_text></s_node-3><sep/><s_text>El concepto de resiliencia incluye a la pobreza, sus efectos, sus características y componentes</s_text><s_node-3><s_text>Factores Distales de la Pobreza</s_text><s_node-4><s_text>Grupos Sociales</s_text><sep/><s_text>Indices Socioeconómicos</s_text></s_node-4><sep/><s_text>Factores Proximales de la Pobreza</s_text><s_node-4><s_text>Estructura y dinámica familiar</s_text><sep/><s_text>Temperamento de las personas</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>EXPRESIONES</s_text><s_node-2><s_text>YO TENGO</s_text><s_node-3><s_text>Personas en quien confío y me quieren</s_text><sep/><s_text>Personas que me ponen límites</s_text><sep/><s_text>Personas que me muestran como ser correcto</s_text><sep/><s_text>Personas que quieren que aprenda a desenvolverme solo</s_text><sep/><s_text>Personas que me ayudan cuando estoy enfermo o en peligro</s_text></s_node-3><sep/><s_text>YO SOY</s_text><s_node-3><s_text>Una persona por la que sienten aprecio y cariño</s_text><sep/><s_text>Felíz cuando hago algo bueno</s_text><sep/><s_text>Respetuoso de mi mismo y del prójimo</s_text><sep/><s_text>Capaz de aprender</s_text><sep/><s_text>Agradable y comunicativo</s_text></s_node-3><sep/><s_text>YO ESTOY</s_text><s_node-3><s_text>Dispuesto a ser responsable</s_text><sep/><s_text>Seguro que todo saldrá bien</s_text><sep/><s_text>Triste, lo reconozco y lo expreso con la seguridad de encontrar apoyo</s_text><sep/><s_text>Rodeado de compañeros que me aprecian</s_text></s_node-3><sep/><s_text>YO PUEDO</s_text><s_node-3><s_text>Hablar sobre cosas que me asustan o inquietan</s_text><sep/><s_text>Buscar la manera de resolver mis problemas</s_text><sep/><s_text>Controlarme cuando tengo ganas de hacer algo peligroso o que no esta bien</s_text><sep/><s_text>Buscar el momento apropiado para hablar con alguien</s_text><sep/><s_text>Encontrar a alguien que me ayude cuando lo necesito</s_text><sep/><s_text>Equivocarme</s_text><sep/><s_text>Sentir afecto y expresarlo</s_text></s_node-3></s_node-2><sep/><s_text>PERFIL DEL NIÑO RESILIENTE</s_text><s_node-2><s_text>Competencia social</s_text><sep/><s_text>Resolución de problemas</s_text><sep/><s_text>Autonomía</s_text><sep/><s_text>Sentido de propósito y de futuro</s_text></s_node-2><sep/><s_text>ATRIBUTOS DE LA PERSONA RESILIENTE</s_text><s_node-2><s_text>Controla emociones e impulsos</s_text><sep/><s_text>Autonomía</s_text><sep/><s_text>Sentido del humor</s_text><sep/><s_text>Alta autoestima</s_text><sep/><s_text>Empatía</s_text><sep/><s_text>Capacidad de comprensión y análisis</s_text><sep/><s_text>Cierta competencia cognitiva</s_text><sep/><s_text>Capacidad de atención y concentración</s_text></s_node-2><sep/><s_text>Acerca de NEOKIDS DR. ELIAS CORDOVA SASTRE</s_text></s_node-1></s_node-0></s_map>


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[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>Mind Map for Restaurant's Future - Next level</s_text><s_node-1><s_text>Current Challenges</s_text><s_node-2><s_text>Internal</s_text><s_node-3><s_text>Leadership</s_text><s_node-4><s_text>Contradiction Between Duties and Power</s_text><sep/><s_text>Micro Management</s_text><sep/><s_text>Losing Temper</s_text></s_node-4><sep/><s_text>Individualism</s_text><sep/><s_text>Lack of Motivation</s_text><sep/><s_text>Lack of Job Security to Management</s_text><sep/><s_text>De motivated Employees</s_text><sep/><s_text>Culture</s_text><s_node-4><s_text>Current Culture - Theory X (Dougles Mcgregor)</s_text></s_node-4><sep/><s_text>Lack of Training</s_text><s_node-4><s_text>Competancy Issues</s_text></s_node-4><sep/><s_text>Low profit</s_text><sep/><s_text>Lack of Marketing</s_text></s_node-3><sep/><s_text>External</s_text><s_node-3><s_text>Market Recession</s_text><sep/><s_text>Weather Conditions</s_text></s_node-3><sep/><s_text>Drop in Sales</s_text></s_node-2><sep/><s_text>Management's Concern</s_text><s_node-2><s_text>Sales</s_text><s_node-3><s_text>How can we get repetitive sales with little to no effort?</s_text><sep/><s_text>How can we sell more to existing customers?</s_text><sep/><s_text>How can we inspire and motivate employees?</s_text><sep/><s_text>How can we enhance our overall sales quarterly?</s_text></s_node-3><sep/><s_text>Marketing</s_text><s_node-3><s_text>How can we leverage content in our Marketing efforts?</s_text><sep/><s_text>How can we best Build and Strengthen our Brand advocates, Customer retention?</s_text><sep/><s_text>How can we Market our Products where we have never done it before?</s_text><sep/><s_text>How can we Create a Marketing Campaign that Appeals to a more Customers?</s_text><sep/><s_text>How can we make our Marketing efforts more Operationally Efficient?</s_text><sep/><s_text>How can we sell more to Existing Customers?</s_text><sep/><s_text>What ways can we Leverage Mobile, Geo-targeting, or Localized Marketing?</s_text><sep/><s_text>What Non-traditional ways can we Market our Food?</s_text><sep/><s_text>How many ways can we Market our Restaurant?</s_text></s_node-3></s_node-2><sep/><s_text>Solutions To Current challenges</s_text><s_node-2><s_text>Customer Support</s_text><s_node-3><s_text>Customer Relationship Management (CRM)</s_text><s_node-4><s_text>Customer Care</s_text><s_node-5><s_text>Repetitive Customers</s_text></s_node-5><sep/><s_text>Marketing</s_text><sep/><s_text>Enhance Sales</s_text><s_node-5><s_text>Corporate Clients</s_text><sep/><s_text>Outdoor Catering</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Motivate Employees</s_text><s_node-3><s_text>Recognize Outstanding Employees</s_text><sep/><s_text>Recognize your Employees as a Group</s_text><sep/><s_text>Take Advantage of your Wall Space</s_text><s_node-4><s_text>Place Greeting Cards</s_text><sep/><s_text>Place Birthday Cards</s_text><sep/><s_text>Place Picture of Employee of a Month</s_text><sep/><s_text>Suggestion/Compliant Box</s_text></s_node-4><sep/><s_text>Outdoor Events</s_text><sep/><s_text>Creating a Friendly Work Environment</s_text><sep/><s_text>Use Food as an Iincentive</s_text><s_node-4><s_text>Create a Festive Environment through Food</s_text></s_node-4><sep/><s_text>Institute cCasual Dress Days</s_text><sep/><s_text>Bring in a cake or cupcakes on an Employee's Birthday</s_text><sep/><s_text>Take a interest in their Work-life Balance</s_text><sep/><s_text>Developing Great Relationships in the Workplace</s_text></s_node-3><sep/><s_text>Maslow hierarchy of needs</s_text><s_node-3><s_text>Physiological</s_text><s_node-4><s_text>Food</s_text><sep/><s_text>Cloths</s_text><sep/><s_text>House</s_text></s_node-4><sep/><s_text>Safety</s_text><sep/><s_text>Love</s_text><sep/><s_text>Esteem</s_text><sep/><s_text>Self-Actualization or Self-Fulfillment</s_text></s_node-3><sep/><s_text>Culture</s_text><s_node-3><s_text>Change Culture - Theory Y (Dougles Mcgregor)</s_text></s_node-3><sep/><s_text>Leadership style</s_text><s_node-3><s_text>Motivate Your Employees</s_text><s_node-4><s_text>Be Passionate</s_text><sep/><s_text>Have a Positive Attitude</s_text><sep/><s_text>Encourage Creativity</s_text><sep/><s_text>Creating a Friendly Work Environment</s_text><sep/><s_text>Encourage People to Make Contributions</s_text><sep/><s_text>Listen and Communicate Effectively</s_text></s_node-4><sep/><s_text>Keep Trying New Things</s_text><s_node-4><s_text>Offer Rewards and Recognition</s_text><sep/><s_text>Create Social Events</s_text><sep/><s_text>Initiate a " Weekend coffee"</s_text><sep/><s_text>Learn something about your Employees' Interests</s_text><sep/><s_text>Learn something about your Employees' Families</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.

[Assistant] <s_map><s_node-0><s_text>Cross-party agreement and delivery Lord Adonis & Nelson Ogunshakin</s_text><s_node-1><s_text>Lord Adonis</s_text><s_node-2><s_text>Impact of politics</s_text><s_node-3><s_text>Easiest decision - not to take a decision</s_text><sep/><s_text>Crises drive decisions</s_text><sep/><s_text>Aviation situation is not perceived as a crisis</s_text></s_node-3><sep/><s_text>Critical nature must be illustrated</s_text><s_node-3><s_text>Otherwise decision will be ducked</s_text><sep/><s_text>Potential impacts</s_text><s_node-4><s_text>On business</s_text><sep/><s_text>On employment</s_text></s_node-4><sep/><s_text>Must present a united front</s_text></s_node-3><sep/><s_text>Propositions and recommendations must be independent, not political submissions</s_text><sep/><s_text>Vital that political parties don't pre-commit themselves</s_text><s_node-3><s_text>They must act open minded</s_text><sep/><s_text>They must remain open minded</s_text><sep/><s_text>Wait for the final recommendations</s_text></s_node-3><sep/><s_text>Options must be clear at election time</s_text><s_node-3><s_text>People must know what they're voting for</s_text><sep/><s_text>Their preference must be explained</s_text><sep/><s_text>To legitimise the decision</s_text></s_node-3></s_node-2><sep/><s_text>Nelson Ogunshakin</s_text><s_node-2><s_text>We're dealing with politicians</s_text><sep/><s_text>Politicians have a timeline</s_text><sep/><s_text>Market Confidence</s_text><s_node-3><s_text>How can we create?</s_text><sep/><s_text>Must be addressed</s_text></s_node-3><sep/><s_text>Delivery</s_text><s_node-3><s_text>It's not about technical difficulty</s_text><sep/><s_text>It's about political will</s_text><s_node-4><s_text>Clarity of policy</s_text><sep/><s_text>Execution of policy</s_text></s_node-4></s_node-3><sep/><s_text>Resources and skills combination</s_text><s_node-3><s_text>Already exists</s_text><sep/><s_text>Must be evidenced</s_text></s_node-3></s_node-2><sep/><s_text>Any chance of cross party sign up before election?</s_text><s_node-2><s_text>No chance at all</s_text><s_node-3><s_text>Priority is for them to be open</s_text><sep/><s_text>Should not mortgage judgements before election</s_text><sep/><s_text>They will state to wait</s_text></s_node-3><sep/><s_text>Election will prompt people to ask MPs</s_text><sep/><s_text>Must respect outcome of independent commission</s_text><s_node-3><s_text>Respect is one thing</s_text><sep/><s_text>Agreement/support is another</s_text></s_node-3><sep/><s_text>Recipe for inaction again?</s_text><s_node-3><s_text>"Need for further work..."</s_text></s_node-3><sep/><s_text>Why different to HS2?</s_text><s_node-3><s_text>Preserving an earlier agreement</s_text><sep/><s_text>Aviation has no earlier agreement</s_text></s_node-3><sep/><s_text>Interim reports can give 'flavour'</s_text><s_node-3><s_text>Indication of roadmap</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>How long can we afford to wait?</s_text><s_node-2><s_text>Has the point of crisis been reached?</s_text><sep/><s_text>What does the business community say?</s_text><s_node-3><s_text>They split previously</s_text><sep/><s_text>There was not a united voice</s_text><sep/><s_text>Must speak more clearly this time</s_text></s_node-3><sep/><s_text>National infrastructure plan</s_text></s_node-2><sep/><s_text>Is noise the deciding factor?</s_text><s_node-2><s_text>Last time it was carbon emissions</s_text><sep/><s_text>Report must have convincing answers</s_text></s_node-2><sep/><s_text>How to manage local politics/politicians?</s_text><s_node-2><s_text>Economic gain and community benefit</s_text><sep/><s_text>Airports are largest employer</s_text><sep/><s_text>Those who oppose are more vocal</s_text></s_node-2><sep/><s_text>Voter views</s_text><s_node-2><s_text>Why can't I know MP view</s_text><sep/><s_text>Why paying for such a long process</s_text><sep/><s_text>Chance of moving along after</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>Jens Stoltenberg  13th Secretary General of the North Atlantic Treaty Organization</s_text><s_node-1><s_text>intro</s_text><s_node-2><s_text>Jens Stoltenberg (born 16 March 1959) is a Norwegian politician. Stoltenberg is the 13th Secretary General of the North Atlantic Treaty Organization, effective 1 October 2014.[1][2][3]</s_text><sep/><s_text>Stoltenberg served as Prime Minister of Norway from 2000 to 2001 and from 2005 to 2013.</s_text><sep/><s_text>In 2011, Stoltenberg received the United Nations Foundation's Champion of Global Change Award, chosen for his extraordinary effort toward meeting the Millennium Development Goals and bringing fresh ideas to global problems.[4]</s_text></s_node-2><sep/><s_text>Personal life</s_text><s_node-2><s_text>Early life</s_text><s_node-3><s_text>Stoltenberg was born 16 March 1959 in Oslo, Norway, into the Stoltenberg family, whose name is derived from Stoltenberg in northern Germany. The family is believed to have emigrated to Norway in the 17th century. His father, Thorvald Stoltenberg (born 1931), was a prominent Labour party politician who served as ambassador, as defence minister and as foreign minister. His mother, Karin Stoltenberg (née Heiberg; 1931–2012), was a geneticist who served as state secretary in multiple governments during the 1980s.[5] Marianne Heiberg, married to former Foreign Minister Johan Jørgen Holst, was his maternal aunt. Jens lived in Serbia from 1960 to 1963 while his father was Ambassador to Yugoslavia.[6]</s_text></s_node-3><sep/><s_text>Education</s_text><s_node-3><s_text>Stoltenberg attended primary school at Oslo Waldorf School, and upper secondary school at Oslo Cathedral School. He served his mandatory military service with the Army's Infantry Training Centre at Evjemoen in Aust-Agder.</s_text><sep/><s_text>After leaving the army, Stoltenberg enrolled at the University of Oslo, graduating in 1987 with the cand.oecon. degree in economics. The title of his thesis was Makroøkonomisk planlegging under usikkerhet. En empirisk analyse ("Macroeconomic planning under uncertainty. An empirical analysis").[7]</s_text></s_node-3><sep/><s_text>Early political activity</s_text><s_node-3><s_text>Stoltenberg's first steps into politics came in his early teens, when he was influenced by his sister Camilla, who at the time was a member of the then Marxist–Leninist group Red Youth. Opposition to the Vietnam War was his triggering motivation. Following heavy bombing raids against the North Vietnamese port city of Hai Phong at the end of the Vietnam War, he participated in protest rallies targeting the United States Embassy in Oslo. On at least one occasion embassy windows were broken by stone-throwing protesters. Several of Stoltenberg's friends were arrested by the police after these events.[8]</s_text></s_node-3><sep/><s_text>Family life</s_text><s_node-3><s_text>Stoltenberg is married to diplomat Ingrid Schulerud and they have two children: a son, Axel Stoltenberg (born 1989) who is studying Chinese at the Shanghai Jiaotong University[9][10] and daughter Anne Catharina Stoltenberg (born 1992) who is studying singing in Copenhagen.[5][11]</s_text><sep/><s_text>He has one living sister, Camilla, a medical researcher and administrator who is one year older than him; and one late sister, Nini, four years younger, who died in 2014. Nini was a recovering heroin addict, and the Norwegian media have covered the family's efforts to cope with this challenge.[12]</s_text><sep/><s_text>He prefers to spend his summer vacations at his family's cottage on the idyllic Hvaler Islands in the Oslofjord.[13] An avid outdoorsman, he rides his bike often and during the winter season he is an active cross-country skier.[14] In December 2011, in order to mark 100 years since Roald Amundsen reached the south pole on skis, Stoltenberg journeyed to Antarctica.[15]</s_text></s_node-3><sep/><s_text>Religion</s_text><s_node-3><s_text>Although being portrayed as a staunch atheist for most of his adult life, and declining membership in the formerly official Church of Norway,[16] Stoltenberg has stated that he does not consider himself an atheist. He explained: "Although I am not a member of any denomination, I do believe that there is something greater than man. Some call it God, others call it something else. For me, it's about understanding that we humans are small in relation to nature, in relation to the powers that are bigger and stronger than man can ever comprehend. I find that in a church."[17]</s_text></s_node-3></s_node-2><sep/><s_text>Career</s_text><s_node-2><s_text>Early career (1979 to 1990)</s_text><s_node-3><s_text>From 1979 to 1981, Stoltenberg was a journalist for Arbeiderbladet. From 1985 to 1989, he was the leader of the Workers' Youth League. From 1989 to 1990, he worked as an Executive Officer for Statistics Norway, Norway's central institution for producing official statistics. He also worked part-time as an hourly paid instructor at the University of Oslo during this period. Between 1990 and 1992, he was leader of the Oslo chapter of the Labour Party.[18]</s_text><sep/><s_text>Up to 1990, he had regular contacts with a Soviet diplomat. He ended this relationship after being informed by the Norwegian Police Security Service his contact was a KGB agent, warning him of further contact. Stoltenberg's code name within the KGB was "Steklov".[19][20][21]</s_text></s_node-3><sep/><s_text>Political career in Norway</s_text><s_node-3><s_text>Ministry for Environment and Minister for Trade and Energy (1990 to 1996)</s_text><s_node-4><s_text>Stoltenberg served as State Secretary in the Ministry of the Environment from 1990 to 1991. He was first elected to Parliament in 1993 for the Oslo constituency, and is a member of the Labour Party. He served as Minister of Industry from 1993 to 1996, until Brundtland resigned.[18]</s_text></s_node-4><sep/><s_text>Minister of Finance (1996 to 2000)</s_text><s_node-4><s_text>In 1996, Thorbjørn Jagland became Prime Minister, and Stoltenberg became Minister of Finance.[18] On 29 September 1997, Jagland resigned because of an ultimatum he had issued stating that the cabinet would resign should the party receive less than 36.9% of the popular vote.[22] Labour only received 35.0%; true to his promise, Jagland resigned as a consequence of its 36.9 ultimatum, and power was transferred to the first cabinet of Kjell Magne Bondevik.[23][24] After Jagland's resignation and while in parliamentary opposition, Stoltenberg served on the standing committee on Oil and Energy Affairs in the Storting.[18] He became the Parliamentary Leader and Prime Minister candidate for the Labour Party in February 2000.</s_text><sep/><s_text>Stoltenberg with Russian President Vladimir Putin in New York City, 2000</s_text></s_node-4><sep/><s_text>First term as Prime Minister (2000 to 2001)</s_text><s_node-4><s_text>In 2000, the first cabinet of Bondevik resigned following an unsuccessful motion of confidence.[25] Stoltenberg's first cabinet governed Norway from 17 March 2000 to 19 October 2001.[25] Stoltenberg was the deputy leader of the labor party while Jagland was the party leader. Instead Jagland was given the post as Foreign Minister. Stoltenberg's first tenure as Prime Minister (2000–2001) was controversial within his own party, being responsible for reforms and modernisation of the welfare state that included part-privatising several key state-owned services and corporations. In the parliamentary election of 10 September 2001, the party suffered one of its worst results ever, winning only 24% of the vote.</s_text><sep/><s_text>The 2001, election met with instability for the Labour Party. The Norwegian newspaper Dagbladet stated: "We are heading for a political earthquake when the votes are counted tonight, if we believe the opinion polls."[26] In an interview with The Associated Press Jagland stated "It is unstable and unpredictable."[26] After the election in 2001, Stoltenberg and his cabinet were forced to resign, with the Labour Party suffering from its worst election campaign results since 1924.[27] With the 98% votes taken, the Labour Party only garnered 24%, falling from 35%.[27] Jagland, the Labor Party leader, commented on the results saying, "We will have to make a decision about whether to continue in government after we know the full results".[27] After the election Stoltenberg said, "What is clear is that this was a very bad election."[27]</s_text><sep/><s_text>Several analysts has pointed out that one of the reasonable causes for their loss was that with only one year in power until the next election, more time was spent initiating or trying to start reforms than telling the people why they had to be done. Such reforms included selling down in state-owned companies, re-organisation of health care and public hospitals and changes in sick pay. The changes made from the 2001 election to the 2005 election were described by Norwegian newspaper VG as an "extreme makeover".[28]</s_text><sep/><s_text>Party leader election The bad election result in 2001 was quickly followed by a leadership battle between Jagland and Stoltenberg. Both Jagland, as leader, and Stoltenberg, as deputy leader, said they were open to be challenged for their positions at the party's congress in November 2002. Stoltenberg refused to say whether he would challenge Jagland for the leadership position, which was seen by political commentators as a sign that he probably would seek the leadership position.[29] In the beginning of February 2002, Jagland, who had been briefly hospitalized in January, and had a subsequent sick leave,[30] said that he would not seek reelection as leader.[31] In November 2002, Stoltenberg was unanimously elected new leader at the party's congress.[32]</s_text></s_node-4><sep/><s_text>Second term as Prime Minister (2005 to 2013)</s_text><s_node-4><s_text>Stoltenberg's second cabinet governed Norway from 17 October 2005 to 16 October 2013. The 2005 parliamentary election saw a vast improvement for Labour, and the party gained a majority in parliament together with the other "Red-Green" parties, the Socialist Left Party and the Centre Party. This paved the way for a historic first in Norway, with Labour joining in a coalition government, the Red-Green Coalition, after a coalition deal with Stoltenberg was struck. Since the government's formation, key political issues such as Norwegian military participation in the war in Afghanistan, petroleum activities in the Barents Sea, LGBT rights, immigration and the quality of standard education were greatly debated by the public. Following Stoltenberg's re-election in 2009, he worked on the Swedish response to the ongoing global recession and championed for environmentalist policies through private and corporate taxation.[33]</s_text><sep/><s_text>A marine border dispute with Russia in the Barents Sea since 1978 was settled when Stoltenberg and President of Russia Dimitry Medvedev signed an agreement on 27 April 2010 in Oslo.[34][35] The agreement is a compromise, which divides a disputed area of around 175,000 km2 (68,000 sq mi) into two approximately equally sized parts.[36] However, the agreement still needs ratification by the State Duma and the Parliament of Norway in order to be implemented. Whereas Norway had previously insisted on a border in accordance with the equidistance principle, which is recognized in international law, specifically the United Nations Convention on Law of the Sea Article 15 and the Convention on the Territorial Sea and the Contiguous Zone Article 6, Russia invoked a Stalin-era decree of the Soviet Union from 1926, which was not recognised by any other country. The new agreement replaced a controversial[37] temporary agreement negotiated by Jens Evensen and Arne Treholt, who was later revealed to be a Soviet spy and who aided the Soviet Union in the negotiations.[38] Most of the disputed area was within what would normally be considered Norwegian according to the relevant international treaties.</s_text><sep/><s_text>As Prime Minister, Stoltenberg worked for a constructive relationship with Russia through dialogue and cooperation underpinned by NATO's deterrence and defence capabilities. During his tenure, he also emphasised the need to focus on security challenges close to Allied territory.[39]</s_text><sep/><s_text>22 July 2011 terror attacks</s_text><s_node-5><s_text>On 22 July 2011, a bomb went off in Oslo outside the government building which houses the prime minister's office, killing at least eight people while wounding others. About an hour later, a shooting spree, which killed 69 people, was reported at Utøya, an island forty-five minutes away where the ruling Labour Party was holding its annual youth camp. The PM was due for a visit at the youth camp the next day, and was in his residence preparing his speech at the time of the Oslo explosion.[40]</s_text><sep/><s_text>On Sunday 24 July, Stoltenberg spoke at the church service in the Oslo Cathedral. He named two of the victims at Utøya, Monica Bøsei, who was the camp's leader, and Tore Eikeland, who was the leader of the youth chapter in Hordaland. He again vowed to work for more democracy, openness, and humanity, but without naivety.[41] He also said that "No one has said it better than the AUF girl who was interviewed by CNN: If one man can show so much hate, think how much love we could show, standing together."[42][43] The AUF girl mentioned is Stine Renate Håheim interviewed by CNN's Richard Quest on 23 July 2011.[44] Håheim again quoted her friend Helle Gannestad, who had tweeted this from home, watching events unfold on TV.[45]</s_text><sep/><s_text>On 24 August 2012, 33-year-old Norwegian Anders Behring Breivik was found guilty by the Oslo District Court of having perpetrated by himself both terrorist attacks, the bombing of the prime minister's office and the shooting spree on Utøya island, and was convicted to containment, a special form of prison sentence that can be extended indefinitely—with a time frame of 21 years and a minimum time of 10 years, which, in all, is the maximum penalty in Norway.[46]</s_text><sep/><s_text>On 3 September 2012, Norwegian daily Klassekampen wrote that the Gjørv Report on the terrorist attack "is the hardest verdict against a Norwegian cabinet since the Fact-Finding Commission of 1945 ensured that Johan Nygaardsvold's political career was abruptly halted."[47]</s_text><sep/><s_text>Prime Minister Jens Stoltenberg said after the Gjørv Report was published that he had "ultimate responsibility for the preparedness in our country, a responsibility I take seriously." But he said he would not resign.[48]</s_text><sep/><s_text>Stoltenberg speaks at a service commemorating the one year anniversary of the 2011 attacks.</s_text></s_node-5><sep/><s_text>Stoltenberg delivering a speech at Youngstorget, 1 May 2009</s_text><sep/><s_text>Stoltenberg with Russian President Dimitry Medvedev, 27 April 2010.</s_text><sep/><s_text>Stoltenberg at the Paris Summit of 19 March 2011 (back row, second from right), which marked the start of a military intervention in Libya.</s_text></s_node-4><sep/><s_text>2013 election and defeat</s_text><s_node-4><s_text>Stoltenberg was the Prime Minister candidate for the Red-Green Coalition in the 2013 elections, seeking re-election for a third term.</s_text><sep/><s_text>On 9 September 2013, the coalition failed to win majority, with 72 of the required 85 mandates, despite the Labour Party remaining the largest party in Norway with 30.8%.[49] In his speech the same night, he announced that his cabinet would resign in October 2013.[50] Stoltenberg returned to the Parliament where he became parliamentarian leader for the Labour Party and a member of the Standing Committee on Foreign Affairs and Defence. In December 2013, he was appointed by the United Nations as a Special Envoy on Climate Change, alongside the former Ghanaian president John Kufuor.[51]</s_text></s_node-4><sep/><s_text>Policies as Prime Minister</s_text><s_node-4><s_text>Stoltenberg has been described as a cautious politician, belonging to the right wing of social democracy.[52] In security policy, Stoltenberg favours increased military spending and dialogue.[53]</s_text></s_node-4><sep/><s_text>Defense and foreign politics</s_text><s_node-4><s_text>While Stoltenberg was Prime Minister, Norway's defence spending increased steadily, with the result that Norway today is one of the NATO allies with the highest per capita defence expenditure.[54] Stoltenberg has also been instrumental in modernising the Norwegian armed forces, and in contributing forces to various NATO operations.[55]</s_text><sep/><s_text>Stoltenberg is a supporter of enhanced trans-Atlantic cooperation ties. He has also always been a supporter of Norwegian membership in the European Union.[56]</s_text><sep/><s_text>Stoltenberg has criticized Israel over alleged violations of international law in the Palestinian Territories as well as in international waters, such as the Gaza flotilla raid.[57] In 2006, Stoltenberg stated that "Norway condemns Israel's actions against Palestinians. Such collective punishment is totally unacceptable."[58] Stoltenberg praised doctors Mads Gilbert and Erik Fosse for their humanitarian work in the Gaza Strip during the Gaza War, stating that "all of Norway" was behind them.[59]</s_text></s_node-4><sep/><s_text>Financial crisis</s_text><s_node-4><s_text>Stoltenberg took an international role during the financial crisis by promoting international financial cooperation. This was among other arenas done through the International Monetary Fund (IMF) and a meeting in Chile 27–29 March 2009 where social democratic leaders from around the world met at a Progressive Governance Conference, just prior to the first G20 summit on the financial crisis. President Bill Clinton was among the delegates and panel that would chart a way out of the financial crisis, which included the host Michelle Bachelet, Britain's finance minister Gordon Brown, Brazil's President Lula da Silva and Stoltenberg. A special emergency meeting of the European Social Democratic Forum (PES) was gathered in Oslo in May 2011, on an initiative from Stoltenberg and the think tank Policy Network.</s_text><sep/><s_text>Both nationally and internationally, Stoltenberg emphasised the enormous costs the financial crisis had in the form of a high unemployment rate, and appealed for better international coordination, the balance between austerity and economic growth stimulus, active labor market measures for young people, and investments for increased innovation.[citation needed] Norway came out of the financial crisis with the lowest unemployment rate in Europe.[60]</s_text></s_node-4><sep/><s_text>Environment and climate change</s_text><s_node-4><s_text>Partnering with tropical countries to preserve more of their rainforest to bind carbon dioxide (CO2) in order to reduce greenhouse gas emissions was a policy of the Stoltenberg government. In 2007, the government received support from the opposition to a long-term agreement to finance forest conservation with 3 billion NOK annually.[61]</s_text><sep/><s_text>Stoltenberg through his governing advocated that international agreements with global taxes or quotas are the most effective means of reducing greenhouse gas emissions. At the UN Climate Change Conference 2009, a separate proposal on the preservation of rainforests with funding from rich countries, advanced by Stoltenberg and Brazilian Pres. Luiz Inácio Lula da Silva in 2009 obtained support from among others U.S. President Barack Obama during COP15 in Copenhagen.[citation needed]</s_text><sep/><s_text>The summit in Copenhagen ended without a binding agreement, but before the subsequent COP16 in Cancún, Stoltenberg succeeded then-British Prime Minister Gordon Brown in the leadership of the committee dealing with the financing of climate actions in developing countries, also consisting of Ethiopian Prime Minister Meles Zenawi. Under a separate forest and climate conference in Oslo in May 2010, a proposal was presented to a number of countries, with final delivery of the report in autumn 2010.</s_text><sep/><s_text>In January 2014 Jens Stoltenberg became United Nations Special Envoy on Climate Change. During the meeting there he met with Secretary General Ban Ki-Moon as well as UN Framework Convention director Christiana Figueres and both Achim Steiner and Helen Clark of the United Nations Development Programme.[62]</s_text></s_node-4><sep/><s_text>Vaccines</s_text><s_node-4><s_text>Stoltenberg has been an advocate for having all the world's children vaccinated against infectious diseases. The first speech he gave in his second term as Prime Minister was during Norway's "Pharmaceutics days" in 2005 under the title "Vaccination against poverty". Stoltenberg was director of the Global Alliance for Vaccines and Immunization (GAVI) from 2002 to 2005 and was awarded the Children's Health Award in 2005.</s_text><sep/><s_text>An international initiative, with the UK, the Gates Foundation and Norway in the lead, that GAVI received more than $3.7 billion until 2015 for their work against child mortality.[63] Stoltenberg was one of the key driving forces behind the initiative, and has stressed that this is an important contribution to save 9 million children from dying of the most common childhood illnesses.</s_text><sep/><s_text>In his New Year speech on 1 January 2013, Stoltenberg spoke about vaccination of the world's children as a personal matter of the heart. "Small jabs are giving millions of children the gift of life. Simple medicines can save their mothers. The fact that all these mothers' and children's lives can be saved is – as I see it – a miracle of our time," Stoltenberg said in his speech.[64]</s_text></s_node-4></s_node-3><sep/><s_text>United Nations (2013 to 2014)</s_text><s_node-3><s_text>In 2011, Stoltenberg received the United Nations (UN) Champion of Global Change Award in New York City, USA, chosen for his extraordinary effort toward meeting the Millennium Development Goals and bringing fresh ideas to global problems. In 2013, Stoltenberg served as a UN special envoy on climate change (global warming), and he has chaired the UN High-Level Panel on System Wide Coherence and the High-Level Advisory Group on Climate Change Financing.</s_text></s_node-3><sep/><s_text>NATO Secretary General (2014 to Present)</s_text><s_node-3><s_text>On 28 March 2014 NATO's North Atlantic Council appointed Stoltenberg as designated successor of Anders Fogh Rasmussen as the 13th Secretary General of NATO and Chairman of the council, effective from 1 October 2014.[65] The appointment had been widely expected in the media for some time, and commentators pointed out that the alliance's policies toward Russia will be the most important issue faced by Stoltenberg.[66] Angela Merkel, the Chancellor of Germany, took the initiative to appoint Stoltenberg as Secretary-General, securing the support first of the United States, then of the United Kingdom, and then of all other member states.[67][68] Norway was a founding member of NATO in 1949, and Stoltenberg is the first Norwegian to serve as Secretary-General, although former Conservative Party Prime Minister Kåre Willoch was considered a strong candidate in 1988.[69]</s_text><sep/><s_text>In September 2015, Czech Deputy Prime Minister Andrej Babiš criticized NATO's lack of response to the European migrant crisis. After talks with Stoltenberg on migrant crisis issue Babiš said: "NATO is not interested in refugees, though Turkey, a NATO member, is their entrance gate to Europe and smugglers operate on Turkish territory".[70]</s_text><sep/><s_text>In January 2018, in response to the Turkish invasion of northern Syria aimed at ousting U.S.-backed Syrian Kurds from the enclave of Afrin, Stoltenberg said that Turkey is "the NATO Ally which has suffered most from terrorist attacks over many years and Turkey, as all of the countries, have the right to self defence, but it is important that this is done in a proportionate and measured way."[71]</s_text><sep/><s_text>Stoltenberg and Montenegro's Prime Minister Milo Djukanovic attend a NATO foreign ministers meeting on May 19, 2016</s_text><sep/><s_text>Stoltenberg with US Secretary of State Pompeo, UK Foreign Secretary Johnson and Turkish Foreign Minister Çavuşoğlu, Brussels, April 2018</s_text></s_node-3></s_node-2><sep/><s_text>In popular culture</s_text><s_node-2><s_text>Incognito Taxi Driver in Norway</s_text><s_node-3><s_text>In August 2013, Stoltenberg said on his Facebook page that he had spent an afternoon working incognito as a taxi driver in Oslo.[72] Stoltenberg said he had wanted to "hear from real Norwegian voters" and that "taxis were one of the few places where people shared their true views." He added that, before driving the taxi, he had not driven a car in eight years.[72] The event was videotaped in a hidden camera fashion, and released as a promotional video by the Labour party for the election campaign.[73] It was later confirmed that 5 of the 14 customers were paid and recruited by the production company that produced the event for the Labour party.[74][75] None, however, knew they would meet Stoltenberg.[76][77]</s_text></s_node-3></s_node-2><sep/><s_text>Controversies</s_text><s_node-2><s_text>He was member of the then Marxist-Leninist group Red Youth, had regular contacts with KGB agent disguised as Soviet diplomat, and participated in protest rallies against the U.S. war in Vietnam.[78] In 2011, Stoltenberg said "We sang the chorus, ‘Singing Norway, Norway out of Nato'. It was a hit."[78]</s_text><sep/><s_text>In 2001, Stoltenberg crashed his Labour Party-owned car into a parked car; he then left the premises without leaving a note with his name or number; the damages cost 8000 Norwegian kroner to repair.[79]</s_text><sep/><s_text>In 2002, Stoltenberg admitted to having used cannabis in his youth.[80] He therefore asked the Ministry of Justice and Public Security to evaluate his impartiality in the upcoming government response to the report on drugs by the Stoltenberg Commission, headed by his father, Thorvald Stoltenberg.[81]</s_text><sep/><s_text>In 2009, while hunting, Stoltenberg shot a reindeer from a tame herd owned by Sami people. The Norwegian Food Safety Authority said it led to unnecessary suffering for the reindeer.[82]</s_text><sep/><s_text>In 2011, Stoltenberg received a prize from the UN Foundation for excellent global leadership and Norway's support of the UN, earlier the same year, Stoltenberg had donated 150 million Norwegian kroner to the same foundation, which led to criticism.[83] Also in 2011 Stoltenberg got a 380,000 kroner boat as a birthday gift from the Norwegian Labour Party and the Norwegian Confederation of Trade Unions; the givers also paid the tax for the gift which led to criticism.[84][85]</s_text></s_node-2><sep/><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak</s_text><sep/><s_text>all information & pics wikipedia.org</s_text><s_node-3><s_text>https://en.wikipedia.org/wiki/Jens_Stoltenberg</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


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[Assistant] <s_map><s_node-0><s_text>chap</s_text><s_node-1><s_text>chap 02</s_text><s_node-2><s_text>Ledger</s_text><sep/><s_text>Journal</s_text><s_node-3><s_text>rule</s_text><s_node-4><s_text>Assets</s_text><s_node-5></s_node-5><sep/><s_text>Stockholder`s Equity</s_text><s_node-5><s_text>Common stock</s_text><s_node-6></s_node-6><sep/><s_text>Retained earnings</s_text><s_node-6></s_node-6></s_node-5></s_node-4></s_node-3><sep/><s_text>The Accounting Process</s_text><s_node-3></s_node-3></s_node-2><sep/><s_text>chap 01</s_text><s_node-2><s_text>Accounting Equation</s_text><s_node-3><s_text>Assets</s_text><s_node-4><s_text>Supplies</s_text><sep/><s_text>Accounts receivable</s_text><sep/><s_text>Cash</s_text><sep/><s_text>Furniture</s_text><sep/><s_text>Land</s_text><sep/><s_text>Building</s_text><sep/><s_text>Fixture</s_text></s_node-4><sep/><s_text>Liabilities</s_text><s_node-4><s_text>Accounts payable</s_text><sep/><s_text>Note Payable</s_text><sep/><s_text>Interest Payable</s_text></s_node-4><sep/><s_text>Stockholder`s Equity</s_text><s_node-4><s_text>Common stock</s_text><sep/><s_text>Retained earnings</s_text><s_node-5><s_text>Revenue</s_text><s_relation>Expense ()</s_relation><s_node-6><s_text>Service revenue</s_text></s_node-6><sep/><s_text>Expense</s_text><s_relation>Revenue ()</s_relation><s_node-6><s_text>Salary expense</s_text><sep/><s_text>Rent expense</s_text><sep/><s_text>Supplies expense</s_text><sep/><s_text>utilities expense</s_text></s_node-6><sep/><s_text>Dividends</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>OTHERS</s_text><s_node-3><s_text>Transaction Type</s_text><s_node-4><s_text>Issued Stock</s_text></s_node-4><sep/><s_text>The Financial Statements</s_text><s_node-4><s_text>Income Statement</s_text><s_node-5><s_text>Revenue</s_text><s_relation>Expense ()</s_relation><sep/><s_text>Expense</s_text><s_relation>Revenue ()</s_relation></s_node-5><sep/><s_text>Statement of Retained Earnings</s_text><s_node-5><s_text>Net income (Net loss)</s_text><sep/><s_text>Dividends</s_text></s_node-5><sep/><s_text>Balance Sheet</s_text><s_node-5><s_text>Assets</s_text><sep/><s_text>Liabilities</s_text><sep/><s_text>Stockholder`s Equity</s_text></s_node-5><sep/><s_text>Table example</s_text><sep/><s_text>Statement of cash flows</s_text><sep/><s_text>Analysis of Transactions</s_text><s_node-5><s_text>Table example</s_text><s_node-6><s_text>子主题</s_text><s_node-7><s_text>子主题</s_text><sep/><s_text>Balance Sheet</s_text></s_node-7></s_node-6></s_node-5></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>chap 01 others</s_text><s_node-2><s_text>character of corporation</s_text><s_node-3><s_text>separate legal entity</s_text><sep/><s_text>continuous life and transferability of ownersh</s_text><sep/><s_text>no mutual agency</s_text><s_node-4><s_text>is not present in a corporation as it is in partnership</s_text></s_node-4><sep/><s_text>limited liability of stockholder</s_text><sep/><s_text>separation of ownership and management</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


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[Assistant] <s_map><s_node-0><s_text>Petit Guide de l'innovation transversale pour booster votre entreprise Design Organisationnel & Design de l'information  "Toutes les batailles perdues se résument à 2 mots : Trop tard" Général Mac Arthur</s_text><s_node-1><s_text>Simplifier vos Process Design Organisationnel</s_text><s_node-2><s_text>Rendez vos process intelligibles et communicants en évitant les approches topdown</s_text><s_node-3><s_text>excel n'a pas été concu pour ca !</s_text></s_node-3><sep/><s_text>Utilisez de nouveaux leviers de modélisation et communication</s_text><s_node-3><s_text>Intégrez le MindMapping et les méthodes agiles</s_text><sep/><s_text>Rapport d'étonnement</s_text></s_node-3><sep/><s_text>Simplifier vos modes de reporting</s_text><sep/><s_text>Lean Management</s_text></s_node-2><sep/><s_text>Replacer l'humain au coeur des enjeux Management</s_text><s_node-2><s_text>Booster vos RH</s_text><s_node-3><s_text>DRH VS Gestion du Personnel</s_text><sep/><s_text>子主题</s_text></s_node-3><sep/><s_text>innover dans les formations proposées pour accompagner la montée en compétence de vos collaborateurs</s_text><sep/><s_text>Démarche compétence et RSE</s_text><s_node-3><s_text>attention aux usines à gaz type GPEC</s_text></s_node-3><sep/><s_text>Faciliter l'intégration et la fidélisation de la Génération Y</s_text><s_node-3><s_text>moderniser vos livrets d'accueil</s_text><sep/><s_text>encourager le développement des pratiques collaboratives</s_text><sep/><s_text>Donner de l'autonomie et assumer le télétravail</s_text></s_node-3><sep/><s_text>Cartographier les compétences</s_text></s_node-2><sep/><s_text>Encourager la transversalité Agilité - Réactivité</s_text><s_node-2><s_text>Modernisez votre Intranet en associant la DSI, la DRH, la Com</s_text><sep/><s_text>Intégrer les usages innovants du web collaboratif</s_text><sep/><s_text>Former vos managers... au management</s_text><s_node-3><s_text>nouveau rôle du cadre : savoir gérer son inutilité</s_text></s_node-3><sep/><s_text>Développer des projets transverses à forte valeur ajoutée</s_text><s_node-3><s_text>RSE</s_text><sep/><s_text>Démarches Compétences</s_text><sep/><s_text>Développement Durable</s_text><sep/><s_text>Lean Management</s_text></s_node-3><sep/><s_text>Développer le Management de projet (VS Gestion de projet)</s_text></s_node-2><sep/><s_text>Moderniser les réunions</s_text><s_node-2><s_text>Favoriser l'usage du MindMapping pour des réunions plus participatives</s_text><sep/><s_text>Faites des réunions plus courtes, plus dynamiques (arbitrage)</s_text><sep/><s_text>Animer des séances de créativité</s_text></s_node-2><sep/><s_text>Encourager la créativité Méthodes Agiles</s_text><s_node-2><s_text>Intégrer les méthodes agiles dans votre mode de management</s_text><sep/><s_text>valoriser les initiatives</s_text><sep/><s_text>Intégrer des temps de brainstorming dans vos séminaires</s_text><sep/><s_text>FreeFriday Google</s_text><sep/><s_text>Récompenser les initiatives</s_text><sep/><s_text>Décorer vos bureaux</s_text></s_node-2><sep/><s_text>Veille et Intelligence Économique Curiosité - Adaptabilité</s_text><s_node-2><s_text>assurer une veille multi thémes</s_text><sep/><s_text>Processus collaboratif</s_text><sep/><s_text>La veille n'est pas une démarche seulement orientée vers la prévention de risques</s_text><s_node-3><s_text>veille d'opportunité marché</s_text><sep/><s_text>veille sociétale</s_text><sep/><s_text>veille usages innovants et management</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>Intégrer le WebMarketing à votre stratégie Business & Notoriété</s_text><s_node-2><s_text>Élaborer une Stratégie et plan d'action 2.0</s_text><s_node-3><s_text>l'innovation est aussi aujourd'hui dans le marketing avec l'approche mixmarketing et webmarketing</s_text><s_node-4><s_text>Buzz</s_text><sep/><s_text>Interaction</s_text><sep/><s_text>Netlinking</s_text></s_node-4><sep/><s_text>Community Management, Traffic Manager... nouveaux métiers pour nouveaux usages</s_text></s_node-3><sep/><s_text>e-reputation, personal branding</s_text><s_node-3><s_text>Veille active</s_text><sep/><s_text>présence Réseaux sociaux</s_text></s_node-3></s_node-2><sep/><s_text>Design de l'information Bon sens 2.0</s_text><s_node-2><s_text>l'intuitivité et l'ergonomie des interfaces doivent guider vos choix d'équipement logiciels</s_text><sep/><s_text>Prenez en compte l'avis des utilisateurs</s_text><sep/><s_text>Intégrer des designers et webdesigners dans le processus de conception de vos outils</s_text><sep/><s_text>Favoriser l'appropriation des usages collaboratifs</s_text><s_node-3><s_text>incitive</s_text><sep/><s_text>sensibilisation</s_text><sep/><s_text>intranet 2.0</s_text></s_node-3></s_node-2><sep/><s_text>Partager et Capitaliser les connaissances Knowledge Management Organisation apprenante</s_text><s_node-2><s_text>Anticiper les départs et transmettre les connaissances tacites</s_text><s_node-3><s_text>Entretiens de successions</s_text></s_node-3><sep/><s_text>Moderniser le système d'information en y intégrant des outils de KM appliqués</s_text><s_node-3><s_text>Cartographie des compétences critiques</s_text><sep/><s_text>Bases de connaissances vidéo</s_text><sep/><s_text>Réseau social interne et Communautés de pratiques</s_text></s_node-3><sep/><s_text>Déjargonner votre langage métier</s_text><s_node-3><s_text>Wiki</s_text></s_node-3></s_node-2><sep/><s_text>Développez vos réseaux</s_text><s_node-2><s_text>Prendre le risque de la "coopétition"</s_text><sep/><s_text>Élaborer une stratégie de présence réseaux physiques / réseaux sociaux</s_text><sep/><s_text>Soignez votre présence sur les réseaux sociaux</s_text><sep/><s_text>Repérer et Participer aux Clubs, Clusters, Pôles de votre région</s_text></s_node-2><sep/><s_text>Innovation participative Qualité & Écoute</s_text><s_node-2><s_text>Favorisez l'intégration dans vos équipes de Designer ou de profils Sciences Sociales</s_text><s_node-3><s_text>un regard neuf et transversale sur la conceptions de vos produits et services</s_text></s_node-3><sep/><s_text>Favoriser les échanges internes en déployant des outils simples et efficaces dans un processus qualité permanent basé sur l'écoute et l'interaction</s_text><s_node-3><s_text>Laboratoire d'idées</s_text><s_node-4><s_text>démarche qualité permanente</s_text><sep/><s_text>favorise les échanges</s_text></s_node-4><sep/><s_text>Écoute des clients et des partenaires</s_text><s_node-4><s_text>Communauté Web</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Faites vous Accompagner</s_text><s_node-2><s_text>Cabinets Conseils, Human Connect par exemple ;-))</s_text><s_node-3><s_text>www.human-connect.com</s_text></s_node-3><sep/><s_text>Institutions</s_text><sep/><s_text>Acteurs du développement</s_text><sep/><s_text>OSEO</s_text><sep/><s_text>etc.</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>CREATIVE MEETING  6 THINKING HATS</s_text><s_node-1><s_text>TOPIC #1</s_text><s_node-2><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3></s_node-2><sep/><s_text>TOPIC #2</s_text><s_node-2><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></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>TOPIC #3</s_text><s_node-2><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3></s_node-2><sep/><s_text>TOPIC #4</s_text><s_node-2><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3><sep/><s_text></s_text><s_node-3><s_text>< COMMENT ></s_text><sep/><s_text>< COMMENT ></s_text></s_node-3></s_node-2><sep/><s_text>WOJCIECH KORSAK</s_text><s_node-2><s_text>EXPLORER-CONSULTING.PL</s_text><sep/><s_text>KOMUNIKACJA-WIZUALNA.COM</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Extract the key points from this mind map and construct their hierarchical relationship.

[Assistant] <s_map><s_node-0><s_text>The Creation Story  King James Version compiled by Chuck Frey</s_text><s_node-1><s_text>The first day</s_text><s_node-2><s_text>God created heaven and earth</s_text><sep/><s_text>Initial state</s_text><s_node-3><s_text>Earth was without form</s_text><sep/><s_text>Darkness was upon the deep</s_text></s_node-3><sep/><s_text>Light</s_text><s_node-3><s_text>God said "Let there be light."</s_text><sep/><s_text>And there was light</s_text><sep/><s_text>He divided light from darkness</s_text><s_node-4><s_text>Light = day</s_text><sep/><s_text>darkness = night</s_text></s_node-4><sep/><s_text>He saw it was good</s_text></s_node-3></s_node-2><sep/><s_text>The second day</s_text><s_node-2><s_text>God said "Let there be a firmament in the midst of the waters"</s_text><sep/><s_text>Divided the waters</s_text><s_node-3><s_text>above the firmament</s_text><sep/><s_text>below it</s_text><sep/><s_text>It was so</s_text></s_node-3><sep/><s_text>Firmament = heaven</s_text></s_node-2><sep/><s_text>The third day</s_text><s_node-2><s_text>God said, "Let the waters under the heaven be gathered together unto one place, and let the dry land appear."</s_text><s_node-3><s_text>It was so</s_text><sep/><s_text>Earth = dry land</s_text><sep/><s_text>Sea = gathering of the waters</s_text></s_node-3><sep/><s_text>He saw that it was good</s_text><sep/><s_text>God said, "Let the earth bring forth grass, the herb yielding seed, and the fruit tree yielding fruit after his kind, whose seed is in itself, upon the earth"</s_text><s_node-3><s_text>It was so</s_text></s_node-3><sep/><s_text>Earth brought forth</s_text><s_node-3><s_text>Grass</s_text><sep/><s_text>Herb yielding seed</s_text><sep/><s_text>Tree yielding fruit</s_text></s_node-3><sep/><s_text>He saw it was good</s_text></s_node-2><sep/><s_text>The fourth day</s_text><s_node-2><s_text>God said, "Let there be lights in the firmament of the heaven to divide the day from the night; and let them be for signs, and for seasons, and for days, and years. let them be for lights in the firmament of the heaven to give light upon the earth."</s_text><sep/><s_text>Light upon the earth</s_text><s_node-3><s_text>Greater light ruled the day (sun)</s_text><sep/><s_text>Lesser light to rule the night (moon)</s_text><sep/><s_text>God made the stars also</s_text><sep/><s_text>He set them in the firmament of the heavens</s_text></s_node-3><sep/><s_text>God saw it was good!</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>The fifth day</s_text><s_node-2><s_text>God said, "Let the waters bring forth abundantly the moving creature that hath life, and fowl that may fly above the earth in the open firmament of heaven."</s_text><sep/><s_text>God created</s_text><s_node-3><s_text>Great whales</s_text><sep/><s_text>Every living creature that moveth</s_text><sep/><s_text>Winged fowl</s_text><sep/><s_text>God saw it was good!</s_text></s_node-3><sep/><s_text>God blessed them</s_text><s_node-3><s_text>Be fruitful</s_text><sep/><s_text>Multiply</s_text><sep/><s_text>Fill the waters in the seas</s_text><sep/><s_text>Let fowl multiply upon the earth</s_text></s_node-3></s_node-2><sep/><s_text>The sixth day</s_text><s_node-2><s_text>God said, "Let the earth bring forth the living creature after his kind, cattle, and creeping thing, and beast of the earth after his kind."</s_text><s_node-3><s_text>It was so</s_text></s_node-3><sep/><s_text>God made</s_text><s_node-3><s_text>The beast of the earth</s_text><sep/><s_text>Cattle</s_text><sep/><s_text>Everything that creepeth upon the earth</s_text><sep/><s_text>God saw it was good!</s_text></s_node-3><sep/><s_text>God said, "Let us make man in our image, after our likeness: and let them have dominion over the fish of the sea, and over the fowl of the air, and over the cattle, and over all the earth, and over every creeping thing that creepeth upon the earth.</s_text><sep/><s_text>God created man in His own image</s_text><s_node-3><s_text>Male</s_text><sep/><s_text>Female</s_text></s_node-3><sep/><s_text>God blessed them</s_text><s_node-3><s_text>Be fruitful</s_text><sep/><s_text>Multiply</s_text><sep/><s_text>Replenish the earth</s_text><sep/><s_text>Subdue the earth</s_text><sep/><s_text>Have dominion over</s_text><s_node-4><s_text>The fish of the sea</s_text><sep/><s_text>The fowl of the air</s_text><sep/><s_text>Every living thing that moveth upon the earth</s_text></s_node-4><sep/><s_text>Behold, he gave them</s_text><s_node-4><s_text>Every herb bearing seed</s_text><sep/><s_text>Every tree bearing fruit</s_text></s_node-4><sep/><s_text>God gave to other living creatures green herb for meat</s_text></s_node-3><sep/><s_text>God saw everything He had made</s_text><s_node-3><s_text>It was very good!</s_text></s_node-3></s_node-2><sep/><s_text>The seventh day</s_text><s_node-2><s_text>God rested</s_text><sep/><s_text>God sanctified it</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Present the information from the mind map in the image in the form of tree-structured data.

[Assistant] <s_map><s_node-0><s_text>Management Committee</s_text><s_node-1><s_text>Administrative projects</s_text><s_node-2><s_text>Secretarial</s_text><s_node-3><s_text>Minutes from last meeting</s_text><sep/><s_text>Agenda for next meeting</s_text><sep/><s_text>Next meeting date</s_text></s_node-3><sep/><s_text>Permits for refuse collection</s_text><s_node-3><s_text>Return contract forms to council</s_text><sep/><s_text>Permits for 3 bins</s_text></s_node-3><sep/><s_text>Joint Valuation Board survey</s_text><s_node-3><s_text>Write back to QS</s_text><sep/><s_text>QS to return completed form</s_text><sep/><s_text>Return completed survey form to Valuation Board</s_text></s_node-3><sep/><s_text>OSCR monitoring request</s_text><s_node-3><s_text>Forward OSCR letter to Accountant</s_text><sep/><s_text>Call accountant to ensure he received letter</s_text><sep/><s_text>Reply to OSCR queries</s_text></s_node-3><sep/><s_text>Electricity supply contract changeover</s_text><s_node-3><s_text>Complete forms and sign contract</s_text><sep/><s_text>Call to check our application was received</s_text></s_node-3><sep/><s_text>Public AGM</s_text><s_node-3><s_text>AGM Date</s_text><s_node-4><s_text>Confirmed date</s_text><s_node-5><s_text>AGM meeting</s_text></s_node-5><sep/><s_text>Notices required</s_text><s_node-5><s_text>Post nomination notices locally</s_text><sep/><s_text>Submit newspaper advertisement</s_text><sep/><s_text>Roadside boards</s_text></s_node-5><sep/><s_text>Copy all handouts</s_text></s_node-4><sep/><s_text>Directors</s_text><s_node-4><s_text>1/3 of directors to retire by rotation in order of length of service</s_text></s_node-4><sep/><s_text>AGM Agenda</s_text><s_node-4><s_text>AGM Minutes from last year</s_text><sep/><s_text>Receive and adopt accounts and director's report</s_text><sep/><s_text>Chairman's statement</s_text><s_node-5><s_text>Use of hall so far</s_text><sep/><s_text>Plans for future</s_text><sep/><s_text>Check first draft of Chair report</s_text></s_node-5><sep/><s_text>Treasurer's report</s_text><s_node-5><s_text>Current financial position</s_text><sep/><s_text>Rate of expenditure</s_text><sep/><s_text>Rate of income</s_text><s_node-6><s_text>User groups</s_text><sep/><s_text>Donations and grants</s_text></s_node-6></s_node-5><sep/><s_text>Retirement and election of directors</s_text><sep/><s_text>Reappoint accountant</s_text><sep/><s_text>Questions</s_text><sep/><s_text>More agenda ideas</s_text><s_node-5><s_text>Present the business plan at AGM?</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>IT</s_text><s_node-3><s_text>Public web site</s_text><s_node-4><s_text>Check domain renewal notice</s_text><sep/><s_text>Transfer domain back</s_text><sep/><s_text>Find a new web site editor!</s_text></s_node-4><sep/><s_text>Private Wikispace</s_text><s_node-4><s_text>Add new advisor details to the Wikispace</s_text><sep/><s_text>Wikispaces renewed $50 06Apr10</s_text><s_node-5><s_text>Claim for Wikispaces renewal</s_text></s_node-5><sep/><s_text>Wikispaces subscription renewal next year</s_text></s_node-4></s_node-3><sep/><s_text>Existing funders</s_text><s_node-3><s_text>Review other grants for incomplete reports due</s_text><sep/><s_text>Return unspent money to Trust</s_text><sep/><s_text>Review Big Lottery milestones for final report</s_text><sep/><s_text>Trusthouse Charitable Foundation</s_text><s_node-4><s_text>Trusthouse Charitable Foundation Guide.pdf</s_text></s_node-4></s_node-3><sep/><s_text>Telephone</s_text><s_node-3><s_text>Q1 phone bill received</s_text><sep/><s_text>Review call charges vs billed costs</s_text><sep/><s_text>Phone appears to have a faulty display</s_text></s_node-3><sep/><s_text>Rates</s_text><s_node-3><s_text>Rates bill for next year is £0</s_text></s_node-3><sep/><s_text>Financial</s_text><s_node-3><s_text>Budgeting</s_text><s_node-4><s_text>Bring the spreadsheet up to date</s_text><sep/><s_text>Set out budgets for next FY</s_text></s_node-4><sep/><s_text>Annual Return</s_text><s_node-4><s_text>Books to go to accountant for preparation</s_text><sep/><s_text>Submit annual return to Companies House</s_text></s_node-4><sep/><s_text>Invoice from QS for stage payment #5</s_text><s_node-4><s_text>This is their final account</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Capacity Development</s_text><s_node-2><s_text>New Treasurer & Co. sec</s_text><sep/><s_text>E-mail development advisor with a copy of BL report</s_text><sep/><s_text>E-mail funding advisor with funding info she needs</s_text><sep/><s_text>Policies and procedures</s_text><s_node-3><s_text>Finish the User Handbook</s_text><sep/><s_text>Finish the business plan</s_text></s_node-3></s_node-2><sep/><s_text>User group projects</s_text><s_node-2><s_text>IT Class preparations</s_text><s_node-3><s_text>Commission laptops</s_text><sep/><s_text>Order broadband service</s_text><sep/><s_text>Online Basics course - www.onlinebasics.co.uk designed for tutors as well</s_text><sep/><s_text>Run phone wire to corner of meeting room for modem</s_text></s_node-3><sep/><s_text>Film club</s_text><s_node-3><s_text>Spec out part numbers for video cables</s_text><sep/><s_text>Order cables, plugs and blanking plates for projector installation</s_text><sep/><s_text>Check into the video equipment grant again</s_text></s_node-3><sep/><s_text>Book club</s_text><s_node-3><s_text>Set up a trial reading session</s_text></s_node-3><sep/><s_text>Keep-fit club</s_text><s_node-3><s_text>When does keep-fit club restart?</s_text></s_node-3><sep/><s_text>Heritage project</s_text><s_node-3><s_text>http://www.skinnershall.co.uk/charities/lady-neville-charity.htm</s_text><sep/><s_text>http://www.old-possums-practical-trust.org.uk/page.cfm?pageid=300#</s_text></s_node-3></s_node-2><sep/><s_text>Equipment & fittings</s_text><s_node-2><s_text>Fittings</s_text><s_node-3><s_text>Sponsors plaque for lobby</s_text><sep/><s_text>Local photos montage for lobby</s_text><s_node-4><s_text>John Pear said he would do this at materials cost</s_text></s_node-4><sep/><s_text>Suggestions box for the lobby</s_text><sep/><s_text>Full-sized notice board for lobby?</s_text><sep/><s_text>Hooks for the changing rooms</s_text><sep/><s_text>Benches in the changing rooms</s_text><sep/><s_text>Hand towel dispenser for cleaner's cupboard</s_text></s_node-3><sep/><s_text>Equipment</s_text><s_node-3><s_text>Make an equipment inventory for insurance</s_text><sep/><s_text>Floor polisher</s_text><sep/><s_text>Get large barrier mat for inside hall doorway</s_text><sep/><s_text>5 multiblock extension leads</s_text><sep/><s_text>Colour coded chopping boards</s_text><sep/><s_text>Whiteboard for meeting room</s_text><sep/><s_text>Upright dividers / display stands</s_text></s_node-3><sep/><s_text>Consumables</s_text><s_node-3><s_text>Get a new toner cartridge for photocopier</s_text><s_node-4><s_text>Claim for toner cartridge</s_text></s_node-4><sep/><s_text>Get an incident log book</s_text><sep/><s_text>Get some more photocopier paper</s_text></s_node-3></s_node-2><sep/><s_text>Maintenance projects</s_text><s_node-2><s_text>Keys</s_text><s_node-3><s_text>More keys to be cut for side door?</s_text></s_node-3><sep/><s_text>Electric doors</s_text><s_node-3><s_text>Record notified by phone</s_text><sep/><s_text>Door repair by service engineer</s_text><sep/><s_text>Add a UPS to the door power circuit?</s_text><sep/><s_text>Replace MCB for door circuit with a NVR switch to protect against power cycling?</s_text></s_node-3><sep/><s_text>Outside</s_text><s_node-3><s_text>Plant up around the septic tank (retaining access)</s_text><sep/><s_text>Raking and grass seeding around site</s_text><sep/><s_text>Fill potholes in track</s_text></s_node-3><sep/><s_text>Inside</s_text><s_node-3><s_text>Fit child locks to kitchen cupboards & label them</s_text></s_node-3></s_node-2><sep/><s_text>Capital projects</s_text><s_node-2><s_text>Construction completion</s_text><s_node-3><s_text>Get snag list back</s_text><sep/><s_text>Send snag list to architects</s_text><sep/><s_text>Remove fencing & other materials</s_text></s_node-3><sep/><s_text>Additional power sockets</s_text><s_node-3><s_text>Power socket in entrance lobby</s_text><sep/><s_text>Power socket in plant room</s_text></s_node-3><sep/><s_text>Tarmac whole of drive</s_text><sep/><s_text>Protective wall covering in furniture store room</s_text><sep/><s_text>Lighting at entrance gateway</s_text><sep/><s_text>External sensor light at main door</s_text><sep/><s_text>Extend tarmac from disabled bay to track</s_text><sep/><s_text>Replace temporary infill on east side</s_text><sep/><s_text>Re-lay slabs by disabled parking bay</s_text><sep/><s_text>Loading ramp for store room door</s_text></s_node-2><sep/><s_text>Active Legend</s_text><s_node-2><s_text>Actions</s_text><s_node-3><s_text>New tasks</s_text><sep/><s_text>Tasks in progress</s_text><sep/><s_text>Waiting for reply</s_text><sep/><s_text>Completed tasks</s_text></s_node-3><sep/><s_text>People</s_text><s_node-3><s_text>David Roberts $key:ct:@david</s_text><sep/><s_text>Jack Hughes $key:ct:@jack</s_text><sep/><s_text>Fiona Dawes $key:ct:@fiona</s_text></s_node-3><sep/><s_text>Deadlines</s_text><s_node-3><s_text>Overdue $task:date:overdue</s_text><sep/><s_text>In next 3 days $task:date:3:day</s_text><sep/><s_text>In next 4 weeks $task:date:4:week</s_text></s_node-3><sep/><s_text>Issues</s_text><s_node-3><s_text>Questions $text:ew:?</s_text><sep/><s_text>Problems $text:ew:!</s_text></s_node-3><sep/><s_text>Assets</s_text><s_node-3><s_text>Bookmarks $bookmark</s_text><sep/><s_text>Attachments $attachment</s_text><sep/><s_text>Hyperlinks $hl</s_text></s_node-3></s_node-2><sep/><s_text>Read these Topic Notes >>></s_text><sep/><s_text>Copyright © 2010 Harport Consulting All Rights Reserved.</s_text></s_node-1></s_node-0></s_map>