[User] <image>

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

[Assistant] <s_map><s_node-0><s_text>КАМАЗ</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 & pics: https://en.wikipedia.org/wiki/Kamaz</s_text></s_node-2><sep/><s_text>information</s_text><s_node-2><s_text>Native name</s_text><s_node-3><s_text>КАМАЗ</s_text></s_node-3><sep/><s_text>Type</s_text><s_node-3><s_text>Publicly Traded Company</s_text></s_node-3><sep/><s_text>Traded as MCX: KMAZ</s_text><sep/><s_text>Industry Automotive</s_text><sep/><s_text>Founded 1969; 50 years ago</s_text><sep/><s_text>Headquarters Naberezhnye Chelny, Russia</s_text><sep/><s_text>Key people</s_text><s_node-3><s_text>Sergey A. Kogogin, General Director</s_text></s_node-3><sep/><s_text>Products Trucks and buses</s_text><sep/><s_text>Revenue $2.67 billion[1] (2017)</s_text><sep/><s_text>Operating income</s_text><s_node-3><s_text>$120 million[1] (2017)</s_text></s_node-3><sep/><s_text>Net income</s_text><s_node-3><s_text>$59.2 million[1] (2017)</s_text></s_node-3><sep/><s_text>Total assets $2.74 billion[1] (2017)</s_text><sep/><s_text>Total equity $699 million[1] (2017)</s_text><sep/><s_text>Owner</s_text><s_node-3><s_text>Rostec (49.9%)</s_text><sep/><s_text>Avtoinvest Limited (23.54%)</s_text><sep/><s_text>Daimler (15%)[2]</s_text></s_node-3><sep/><s_text>Number of employees</s_text><s_node-3><s_text>36,000</s_text></s_node-3><sep/><s_text>Website kamaz.ru</s_text></s_node-2><sep/><s_text>intro</s_text><s_node-2><s_text>JSC KAMAZ (Russian: Камский Автомобильный Завод – КАМАЗ, romanized: Kamskiy Avtomobilny Zavod, lit. 'Kama Automobile Plant') is a Russian brand of trucks and engines manufacturer located in Naberezhnye Chelny, Russian Federation. It is famous for its cab over trucks. KAMAZ is a portmanteau which stands for a factory on Kama River.</s_text><sep/><s_text>KAMAZ opened in 1976. Today, heavy duty models are exported to many areas of the world including the CIS, Latin America, the Middle East, and Africa. KAMAZ is the largest truck producer in Russia and the CIS with its factory producing 43,000 trucks a year (2014).[3]</s_text><sep/><s_text>KAMAZ trucks have won the Dakar Rally a record sixteen times, most in the truck category by any manufacturer.</s_text></s_node-2><sep/><s_text>history</s_text><s_node-2><s_text>In 1969, the Resolution of the Central Committee of the USSR Communist Party and the USSR Council of Ministers was approved which envisaged construction of a complex of heavy duty truck production plants. 70 potential sites to locate the facilities were investigated. Choice went in favor of Naberezhnye Chelny, then a small town on the Kama River. Naberezhnye Chelny was located in the center of the former Soviet Union. The navigable rivers – the Kama River and the Volga River – as well as proximity of the railway line, were central to meeting the logistical needs of the construction site for materials and equipment. Going forward, the location would also allow for the easy shipping of ready-made trucks to customers. The fact that the huge construction company “KamGESenergostroy” existed in the region allowed construction of plant buildings and apartment blocks for prospective KAMAZ employees to be completed.</s_text><sep/><s_text>Workers and engineers, representing more than 70 ethnicities, converged on Naberezhnye Chelny to fuse into a “melting pot” of the construction project personnel. Orders placed by KAMAZ to procure construction materials and equipment were filled by all the ministries and departments, a total of over 2,000 enterprises. Over 100,000 personnel were employed at the construction site itself. The would-be truck plant was being provided with the most state-of-the-art manufacturing equipment by the contemporary standards. More than 700 international firms were among equipment vendors for KAMAZ facilities, including such globally known corporations as Swindell-Dressler, Holcroft, CE-Cast, Ingersoll Rand, Ex-Cello (U.S.A.), Hueller-Hille, Liebherr (West Germany), Morando, Fiat (Italy), Renault (France), Sandvik (Sweden), Komatsu and Hitachi (Japan).</s_text><sep/><s_text>On December 13, 1969, ground was broken and the first bucket of soil was excavated at the construction site of the Kama River Truck Plant which was rated for production of 150,000 heavy duty trucks and 250,000 engines per year. The Complex of Plants on the Kama River sprawled over a vast territory measuring 57 square km. Concurrent to construction of the truck plant, huge social challenges were tackled. Hundreds of thousands of people were provided by KAMAZ with comfortable housing, modern educational facilities, kindergartens and creches, hospitals and clinics, numerous cultural, sporting, recreational and leisure centers. KAMAZ was instrumental in transforming the Kama River Area into a powerful industrial and scientific research hub and developing the infrastructure for the suburban agricultural zone.</s_text><sep/><s_text>Every year the population of the city grew by another 30-40 thousand or so. Whereas before construction of KAMAZ got underway, 27,000 residents had lived in Naberezhnye Chelny, the current population has now reached more than half a million.</s_text></s_node-2><sep/><s_text>gallery</s_text><s_node-2><s_text>KamAZ-63968 Typhoon armored vehicle.</s_text><sep/><s_text>KamAZ-6560</s_text><sep/><s_text>KamAZ 43501 for Russian Airborne Troops (VDV) 4x4 short wheelbase truck</s_text><sep/><s_text>Military tank transporter KAMAZ 65225 with an SU-85 at the parade rehearsal in Red Square</s_text><sep/><s_text>Firefighting vehicle ATs-5,0-100 on KAMAZ-65224 chassis (4th Generation of KAMAZ trucks</s_text><sep/><s_text>3rd Generations of KAMAZ. KAMAZ 65117</s_text></s_node-2><sep/><s_text>group structure</s_text><s_node-2><s_text>Owners and management</s_text><s_node-3><s_text>The main shareholders of Kamaz are the state corporation Rostec (49.9%), Avtoinvest Limited (23.54%), a Cyprus-registered company whose main beneficiaries have never been officially disclosed, and Daimler (15%).[2] After the Panama Papers leak it was alleged that this Cyprus-based company can be traced to Sergei Roldugin, a concert cellist and personal friend of Vladimir Putin.[4]</s_text><sep/><s_text>At the same time, a 4% stake in the company is publicly traded on the Moscow Exchange,[5] leading the company to have many minority shareholders (more than 76,000 individuals in 2007).[6]</s_text><sep/><s_text>In early March, 2008 the Board of Directors of KAMAZ was elected, which included 15 people, including:[7]</s_text><sep/><s_text>The mayor of the city of Naberezhnye Chelny (April 2010 - Prime Minister of Tatarstan) - Ildar Khalikov, head of the management Federal Agency for State Property Management (Rosimushchestvo) - Ivan V. Aksenov, and the Director-General of the "Russian Technologies State Corporation" Sergey Chemezov.</s_text></s_node-3><sep/><s_text>Subsidiaries</s_text><s_node-3><s_text>KAMAZ Publicly Traded Company has more than 110 subsidiaries and affiliates, it owns shares in the authorized capital of more than 50 different companies and businesses. Together they form KAMAZ Group.</s_text><sep/><s_text>The group includes:</s_text><s_node-4><s_text>Truck Assembly Plant (Naberezhnye Chelny)</s_text><sep/><s_text>Metallurgical Complex, KAMAZ PTC</s_text><s_node-5><s_text>KAMAZ Foundries (now one of the largest in Russia[8])</s_text><sep/><s_text>KAMAZ Forge</s_text><sep/><s_text>KAMAZ Truck Assembly Plant</s_text></s_node-5><sep/><s_text>KAMAZ Press and Stamping Plant</s_text><sep/><s_text>Engine Plant, KAMAZ PTC</s_text><sep/><s_text>Remdiesel (Engine Re-Manufacture Plant)</s_text><sep/><s_text>KAMAZ Trade and Finance Company JSC</s_text><sep/><s_text>Neftekamsk Automotive Plant (NEFAZ) - manufactures buses and vehicles on KAMAZ chassis</s_text><sep/><s_text>Auto Trailer Plant OJSC (formerly СЗАП (En:SZAP) of Stavropol)</s_text><sep/><s_text>KAMAZ Technical Service OJSC</s_text><sep/><s_text>KAMAZ Auto Technology</s_text><sep/><s_text>RIZ OJSC (formerly of KAMAZinstrumentspetsmash)</s_text><sep/><s_text>KIP Master OJSC</s_text><sep/><s_text>KAMAZ-FINANCE</s_text><sep/><s_text>KAMAZ-CAPITAL KAMAZ R & D Center</s_text></s_node-4><sep/><s_text>The main production facilities of the plant are located in the industrial area of Naberezhnye Chelny. Nefaz buses are produced in Neftekamsk (Bashkortostan).</s_text><sep/><s_text>There are also foreign manufacturing facilities in the following locations:</s_text><s_node-4><s_text>Vietnam,</s_text><sep/><s_text>India,</s_text><sep/><s_text>Kazakhstan (KAMAZ-Engineering JSC).</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Competition</s_text><s_node-2><s_text>Kamaz vehicles have won the truck category of the Dakar Rally 15 times as of 2018.[9] All 14 of the 2010 Dakar Rally stages in the truck category were won by Kamaz trucks.</s_text></s_node-2><sep/><s_text>Generations (vehicles)</s_text><s_node-2><s_text>1976-2000 (with changes issue remains army trucks)</s_text><s_node-3><s_text>Diskless wheels. Low cabin roof. Corrugated sidewalls sleeping compartment. Lights on the front of the cab.</s_text></s_node-3><sep/><s_text>1995-2018</s_text><s_node-3><s_text>Increased height of the cab roof. Disc wheels. Rectangular lights on the bumper. New bumper with sidewalls. Underride underbody.</s_text></s_node-3><sep/><s_text>2004-2018</s_text><s_node-3><s_text>New surround bumper (double for tractors). New headlamps with headlamp swivel sections, which call on the sidewalls of the bumper. We haul tractors appeared high cab. Smooth walls of the sleeping compartment. Voluminous front fenders. Some of the trucks new plastic dashboard instead of metal</s_text></s_node-3><sep/><s_text>2010-present</s_text><s_node-3><s_text>Large-scale modernization. All new front of cabin, including new radiator grille. New front bumper. New headlight lens type in one case with swivel headlights. Plastic dashboard with electronic instrument cluster. Part of trucks equipped with Cummins engine manufacturing joint venture Cummins and KAMAZ in Naberezhnye Chelny.</s_text></s_node-3><sep/><s_text>2014-present</s_text><s_node-3><s_text>cabin from Mercedes-Benz Axor with some modifications</s_text></s_node-3><sep/><s_text>?</s_text><s_node-3><s_text>Being developed – completely new cab – jointly with South Korean engineering company DMEC. Prototype trucks already presented</s_text></s_node-3><sep/><s_text>Russia's President Vladimir Putin speaks about the 2,000,000th truck produced by KamAZ around the world, 2012.</s_text></s_node-2><sep/><s_text>Kamaz Mustang</s_text><s_node-2><s_text>The Kamaz Мустанг (Mustang) is a family of general military utility trucks with numerous variants.[1] The family is based on the 1st generation KamAZ family launched in the early 1980s. A three-person cab is standard across the Mustang range. It has a sleeping berth and tilts forward for engine access. This cab can be fitted with an add-on armour kit.</s_text><sep/><s_text>The Mustang family is available in eight (8) models:[1]</s_text><s_node-3><s_text>Original three:</s_text><s_node-4><s_text>KamAZ-4350 4x4</s_text><sep/><s_text>KamAZ-5350 6x6</s_text><sep/><s_text>KamAZ-6350 8x8</s_text></s_node-4></s_node-3></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>ISO Introduction</s_text><s_node-1><s_text>Business philosophy</s_text><s_node-2><s_text>Policy</s_text><sep/><s_text>Procedures</s_text><sep/><s_text>Activities</s_text><sep/><s_text>Tasks</s_text><sep/><s_text>Format</s_text><sep/><s_text>Records</s_text></s_node-2><sep/><s_text>Three Cardinal Principles</s_text><s_node-2><s_text>Do what you write & write what you do</s_text><sep/><s_text>What cannot be measured , cannot be monitored</s_text><sep/><s_text>Continual improvement</s_text></s_node-2><sep/><s_text>Heart of the System</s_text><s_node-2><s_text>Document Control</s_text><sep/><s_text>Record Control</s_text></s_node-2><sep/><s_text>ISO Road Map</s_text><s_node-2><s_text>Step 1 Learn about ISO</s_text><sep/><s_text>Step 2 Set up Teams</s_text><sep/><s_text>Step 3 Develop your ISO Project Plan</s_text><sep/><s_text>Step 4 Gap Analysis</s_text><sep/><s_text>Step 5 Document your System</s_text><sep/><s_text>Step 6 Training</s_text><sep/><s_text>Step 7 Internal Audits</s_text><sep/><s_text>Step 8 Registration Audit</s_text></s_node-2><sep/><s_text>Principles of ISO</s_text><s_node-2><s_text>Principle 1:Customer focus.</s_text><sep/><s_text>Principle 2:Leadership.</s_text><sep/><s_text>Principle 3:Involvement of people.</s_text><sep/><s_text>Principle 4:Process approach.</s_text><sep/><s_text>Principle 5:System approach to management.</s_text><sep/><s_text>Principle 6:Continual improvement.</s_text><sep/><s_text>Principle 7:Factual approach to decision making.</s_text><sep/><s_text>Principle 8:Mutually beneficial supplier relationship.</s_text></s_node-2><sep/><s_text>ISO Chapters</s_text><s_node-2><s_text>Chapter 4</s_text><s_node-3><s_text>Quality Manual</s_text></s_node-3><sep/><s_text>Chapter 5</s_text><s_node-3><s_text>Top Management</s_text></s_node-3><sep/><s_text>Chapter 6</s_text><s_node-3><s_text>HR & Infrastructure</s_text></s_node-3><sep/><s_text>Chapter 7</s_text><s_node-3><s_text>Product / Service</s_text></s_node-3><sep/><s_text>Chapter 8</s_text><s_node-3><s_text>Quality control & Monitoring</s_text></s_node-3></s_node-2><sep/><s_text>Mandatory Procedures</s_text><s_node-2><s_text>4.2.3 Control of documents</s_text><sep/><s_text>4.2.4 Control of records</s_text><sep/><s_text>8.2.2. Internal Audits</s_text><sep/><s_text>8.3 Control of nonconforming product</s_text><sep/><s_text>8.5.2 Corrective action</s_text><sep/><s_text>8.5.3 Preventive action</s_text></s_node-2><sep/><s_text>Mandatory Records</s_text><s_node-2><s_text>Management reviews</s_text><sep/><s_text>Education, training, skills & experience</s_text><sep/><s_text>Processes & product requirements</s_text><sep/><s_text>Review of product requirements</s_text><sep/><s_text>Results of supplier evaluation</s_text><sep/><s_text>Process validation</s_text><sep/><s_text>Identification & trace ability</s_text><sep/><s_text>Customer property</s_text><sep/><s_text>Internal audit results</s_text><sep/><s_text>Evidence of product conformity</s_text><sep/><s_text>Control of nonconforming product</s_text><sep/><s_text>Corrective action</s_text><sep/><s_text>Preventive action.</s_text></s_node-2><sep/><s_text>PDCA cycle</s_text><s_node-2><s_text>Chapter 4,5 & 6</s_text><s_node-3><s_text>Plan</s_text></s_node-3><sep/><s_text>Chapter 7</s_text><s_node-3><s_text>Do</s_text></s_node-3><sep/><s_text>Chapter 8.1 & 8.2</s_text><s_node-3><s_text>Check</s_text></s_node-3><sep/><s_text>Chapter 8.3 & 8.4</s_text><s_node-3><s_text>Act</s_text></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>VALUES</s_text><s_node-1><s_text>About</s_text><s_node-2><s_text>Value categories</s_text><s_node-3><s_text>Personal values</s_text><s_node-4><s_text>Loyalty</s_text><sep/><s_text>Honesty</s_text><sep/><s_text>responsibility</s_text></s_node-4><sep/><s_text>Social values</s_text><s_node-4><s_text>equality</s_text><sep/><s_text>justice</s_text><sep/><s_text>liberty</s_text><sep/><s_text>freedom</s_text><sep/><s_text>national pride</s_text></s_node-4><sep/><s_text>Political values</s_text><s_node-4><s_text>welfare</s_text><sep/><s_text>democracy</s_text><sep/><s_text>civic responsibility</s_text></s_node-4><sep/><s_text>Economic values</s_text><s_node-4><s_text>include beliefs around ownership of property</s_text><sep/><s_text>contributing to the common good</s_text><sep/><s_text>the balance of supply and demand</s_text></s_node-4><sep/><s_text>Religious values</s_text><s_node-4><s_text>beliefs in how we should behave</s_text><sep/><s_text>including caring of one another</s_text><sep/><s_text>n worship of our deity or deities</s_text></s_node-4></s_node-3><sep/><s_text>Values, Morals and Ethics</s_text><s_node-3><s_text>Values</s_text><s_relation>Instrumental values ()</s_relation><s_node-4><s_text>Values are the rules by which we make decisions about right and wrong, should and shouldn't, good and bad. They also tell us which are more or less important, which is useful when we have to trade off meeting one value over another.</s_text><sep/><s_text>Noun: beliefs of a person or social group in which they have an emotional investment (either for or against something); "he has very conservatives values"</s_text></s_node-4><sep/><s_text>Morals</s_text><s_relation>Instrumental values ()</s_relation><s_node-4><s_text>Morals have a greater social element to values and tend to have a very broad acceptance. Morals are far more about good and bad than other values. We thus judge others more strongly on morals than values. A person can be described as immoral, yet there is no word for them not following values.</s_text><sep/><s_text>Noun:motivation based on ideas of right and wrong</s_text></s_node-4><sep/><s_text>Ethics</s_text><s_node-4><s_text>Ethics tend to be codified into a formal system or set of rules which are explicitly adopted by a group of people. Thus you have medical ethics. Ethics are thus internally defined and adopted, whilst morals tend to be externally imposed on other people.</s_text></s_node-4></s_node-3><sep/><s_text>Value Types</s_text><s_node-3><s_text>Instrumental values</s_text><s_relation>Morals ()<sep/>Values ()</s_relation><s_node-4><s_text>Which are instrumental in getting us to desired ends. They are useful only in that they are acceptable ways of behaving. These are what we often talk about when we discuss values -- and especially the related Morals and Ethics.</s_text><sep/><s_text>Instrumental values thus moderate how we go about setting and achieving our goals, ensuring we do so only in ways which are socially acceptable.</s_text><sep/><s_text>Instrumental values can be viewed as having 'evolved'. Thus they are the best values we can have to create successful societies.</s_text><sep/><s_text>Ex:honesty, politeness and courage</s_text></s_node-4><sep/><s_text>End-state values</s_text><s_node-4><s_text>End-state values are things we actually value. This is where 'values' and 'value' meet, as we seek and value end-state values. They are the destination, whilst instrumental values control the journey there.</s_text><sep/><s_text>Ex:Happiness, salvation and prosperity</s_text></s_node-4></s_node-3><sep/><s_text>Value of values</s_text><s_node-3><s_text>Evolution</s_text><sep/><s_text>Shared values</s_text><sep/><s_text>Right and wrong</s_text><sep/><s_text>Decision</s_text><sep/><s_text>Evaluation</s_text><sep/><s_text>Justifying sacrifice</s_text></s_node-3><sep/><s_text>Stress values</s_text><s_node-3><s_text>Values under stress</s_text><s_node-4><s_text>Fight or flight</s_text><s_node-5><s_text>When we are affected by the Fight-or-Flight reaction, we unthinkingly may become aggressive, where values that normally would prevent us from hurting others are brushed aside by our fear and anger. The basic drive in the moment carries us away and we may seek to hurt others, either physically or psychologically</s_text></s_node-5><sep/><s_text>Ethical dilemmas</s_text><sep/><s_text>The force of emotion</s_text></s_node-4><sep/><s_text>Reconciling afterwards</s_text><s_node-4><s_text>Regret and reparation</s_text><sep/><s_text>Justification and explanation</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Theory-Evaluation of Values</s_text><s_node-2><s_text>Piaget's Stage Theory</s_text><sep/><s_text>Kohlberg's Stage Theory</s_text></s_node-2><sep/><s_text>Birth of Values</s_text><s_node-2><s_text>Periods of development</s_text><s_node-3><s_text>The Imprint Period</s_text><s_node-4><s_text>Up to the age of seven, we are like sponges, absorbing everything around us and accepting much of it as true, especially when it comes from our parents. The confusion and blind belief of this period can also lead to the early formation of trauma and other deep problems.</s_text><sep/><s_text>The critical thing here is to learn a sense of right and wrong, good and bad. This is a human construction which we nevertheless often assume would exist even if we were not here (which is an indication of how deeply imprinted it has become).</s_text></s_node-4><sep/><s_text>The Modeling Period</s_text><s_node-4><s_text>Between the ages of eight and thirteen, we copy people, often our parents, but also other people. Rather than blind acceptance, we are trying on things like suit of clothes, to see how they feel.</s_text><sep/><s_text>We may be much impressed with religion or our teachers. You may remember being particularly influenced by junior school teachers who seemed so knowledgeable--maybe even more so than your parents.</s_text></s_node-4><sep/><s_text>The Socialization Period</s_text><s_node-4><s_text>Between 13 and 21, we are very largely influenced by our peers. As we develop as individuals and look for ways to get away from the earlier programming, we naturally turn to people who seem more like us.</s_text><sep/><s_text>Other influences at these ages include the media, especially those parts which seem to resonate with our the values of our peer groups.</s_text></s_node-4></s_node-3><sep/><s_text>Becoming principled</s_text><s_node-3><s_text>Pre-moral</s_text><s_node-4><s_text>In the pre-moral state, we have no real values (we are thus 'amoral'). Young children are premoral. So also are psychopaths. Our basic nature tells us to be Machiavellian, doing whatever it takes to achieve our goals, even if it means hurting other people.</s_text></s_node-4><sep/><s_text>Conventional</s_text><s_node-4><s_text>Most people have conventional values, as learned from their parents, teachers and peers. These basically say 'here are the rules to live in reasonable harmony with other people.'</s_text><sep/><s_text>The bottom line of this state is that we will follow them just so long as we think we need to. We will break our values occasionally, and especially if our needs are threatened or we are pretty sure we can get away with breaking values with nobody else knowing about it.</s_text></s_node-4><sep/><s_text>Principled</s_text><s_node-4><s_text>When we are truly principled, we believe in our values to the point where they are an integral and subconscious part of our person. Right and wrong are absolute things beyond the person, for example as defined by a religion.</s_text><sep/><s_text>The test of a principled person is that they will stick to their values through thick and thin, and even will sacrifice themselves rather than break their principles. Many great leaders were principled (Martin Luther King, Gandhi, etc.).</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Research on</s_text><s_node-2><s_text>Career Anchors</s_text><s_node-3><s_text>Technical/Functional competence</s_text><s_node-4><s_text>This kind of person likes being good at something and will work to become a guru or expert</s_text><sep/><s_text>They like to be challenged and then use their skill to meet the challenge, doing the job properly and better than almost anyone else</s_text></s_node-4><sep/><s_text>General Managerial competence</s_text><s_node-4><s_text>Unlike technical/functional people, these folks want to be managers (and not just to get more money, although this may be used as a metric of success).</s_text><sep/><s_text>They like problem-solving and dealing with other people</s_text><sep/><s_text>They thrive on responsibility. To be successful, they also need emotional competence.</s_text></s_node-4><sep/><s_text>Autonomy/Independence</s_text><s_node-4><s_text>These people have a primary need to work under their own rules and steam.</s_text><sep/><s_text>They avoid standards and prefer to work alone.</s_text></s_node-4><sep/><s_text>Security/Stability</s_text><s_node-4><s_text>Security-focused people seek stability and continuity as a primary factor of their lives.</s_text><sep/><s_text>They avoid risks and are generally 'lifers' in their job</s_text></s_node-4><sep/><s_text>Entrepreneurial Creativity</s_text><s_node-4><s_text>These folks like to invent things, be creative and, most of all, to run their own businesses.</s_text><sep/><s_text>They differ from those who seek autonomy in that they will share the workload.</s_text><sep/><s_text>They find ownership very important. They easily get bored. Wealth, for them, is a sign of success.</s_text></s_node-4><sep/><s_text>Service/Dedication to a cause</s_text><s_node-4><s_text>Service-oriented people are driven by how they can help other people more than using their talents (which may fall in other areas).</s_text><sep/><s_text>They may well work in public services or in such as HR.</s_text></s_node-4><sep/><s_text>Pure Challenge</s_text><s_node-4><s_text>People driven by challenge seek constant stimulation and difficult problems that they can tackle.</s_text><sep/><s_text>Such people will change jobs when the current one gets boring and their career can be very varied.</s_text></s_node-4><sep/><s_text>Lifestyle</s_text><s_node-4><s_text>Those who are focused first on lifestyle look at their whole pattern of living</s_text><sep/><s_text>They not so much balance work and life as integrate it. They may even take long periods off work in which to indulge in passions such as sailing or traveling.</s_text></s_node-4></s_node-3><sep/><s_text>Governing Values</s_text><s_node-3><s_text>Define goals and try to achieve them</s_text><sep/><s_text>Maximize winnings, minimize losings</s_text><sep/><s_text>Suppress negative feelings</s_text><sep/><s_text>Behave rationally</s_text></s_node-3><sep/><s_text>Five Common Human Concerns</s_text><sep/><s_text>Schwartz's Value Inventory</s_text><s_node-3><s_text>Power</s_text><s_node-4><s_text>This takes value from social status and prestige. The ability to control others is important and power will be actively sought through dominance of others and control over resources.</s_text></s_node-4><sep/><s_text>Achievement</s_text><s_node-4><s_text>Value here comes from setting goals and then achieving them. The more challenge, the greater the sense of achievement. When others have achieved the same thing, status is reduced and greater goals are sought.</s_text></s_node-4><sep/><s_text>Hedonism</s_text><s_node-4><s_text>Hedonists simply enjoy themselves. They seek pleasure above all things and may, according to the view of others, sink into debauchery.</s_text></s_node-4><sep/><s_text>Stimulation</s_text><s_node-4><s_text>The need for stimulation is close to hedonism, though the goal is slightly different. Pleasure here comes more specifically from excitement and thrills and a person with this driver is more likely to be found doing extreme sports than propping up a bar.</s_text></s_node-4><sep/><s_text>Self-direction</s_text><s_node-4><s_text>Those who seek self-direction enjoy being independent and outside the control of others. The prefer freedom and may have a particular creative or artistic bent, which they seek to indulge whenever possible.</s_text></s_node-4><sep/><s_text>Universalism</s_text><s_node-4><s_text>The universalist seeks social justice and tolerance for all. They promote peace and equality and find war anathema except perhaps in pursuit of lasting peace.</s_text></s_node-4><sep/><s_text>Benevolence</s_text><s_node-4><s_text>Those who tend towards benevolence are very giving, seeking to help others and provide general welfare. They are the 'earth mothers' who nurture all.</s_text></s_node-4><sep/><s_text>Tradition</s_text><s_node-4><s_text>The traditionalist respects that which has gone before, doing things simply because they are customary. They are conservatives in the original sense, seeking to preserve the world order as is. Any change makes them uncomfortable.</s_text></s_node-4><sep/><s_text>Conformity</s_text><s_node-4><s_text>The person who values conformity seeks obedience to clear rules and structures. They gain a sense of control through doing what they are told and conforming to agreed laws and statutes.</s_text></s_node-4><sep/><s_text>Security</s_text><s_node-4><s_text>Those who seek security seek health and safety to a greater degree than other people (perhaps because of childhood woes). Though they may worry about the potential of military force, they welcome the comfort that their existence brings.</s_text></s_node-4><sep/><s_text>Super-grouping</s_text><s_node-4><s_text>Note how these values form something of a spectrum, with successive values often having a close relationship. This is perhaps unsurprising as they are groupings of a larger number of values. They can also be collated into larger super-groups:</s_text><s_node-5><s_text>* Openness to change: Stimulation, self-direction and some hedonism.</s_text><sep/><s_text>* Self-enhancement: Achievement, power and some hedonism.</s_text><sep/><s_text>* Conservation: Security, tradition and conformity.</s_text><sep/><s_text>* Self-transcendence: Universalism and benevolence.</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Values in Action (VIA)</s_text><s_node-3><s_text># Creativity: New ways of thinking and acting.</s_text><sep/><s_text># Curiosity Exploring and seeking for its own sake.</s_text><sep/><s_text># Open-mindedness: Seeing things objectively and fairly, from all sides.</s_text><sep/><s_text># Love of learning: Constantly developing skills and knowledge.</s_text><sep/><s_text># Perspective: Seeing in ways that make sense and giving wise counsel.</s_text><sep/><s_text># Bravery: Not shrinking from threat, challenge, difficulty, or pain; acting on convictions even if unpopular.</s_text><sep/><s_text># Persistence: Seeing things through, despite difficulties.</s_text><sep/><s_text># Integrity: Presenting oneself in a genuine way; taking responsibility for one’s feeling and actions</s_text><sep/><s_text># Vitality: A zest and enthusiasm for life and living.</s_text><sep/><s_text># Love: Valuing, sharing and caring for others.</s_text><sep/><s_text># Kindness: Doing things for others without requiring reciprocation.</s_text><sep/><s_text># Social intelligence: Being aware of how yourself and others are motivated, and acting accordingly.</s_text><sep/><s_text># Citizenship: Being socially responsible and loyal.</s_text><sep/><s_text># Fairness: Treating everyone in a similar way. Being just and without bias.</s_text><sep/><s_text># Leadership: Driving achievement whilst maintaining harmony.</s_text><sep/><s_text># Forgiveness and mercy: Forgiving wrong-doers rather than seeking punishment or revenge.</s_text><sep/><s_text># Humility / Modesty: Not putting oneself above others. Letting achievements speak for themselves.</s_text><sep/><s_text># Prudence: Not taking undue risks or doing what you will regret.</s_text><sep/><s_text># Self-regulation: Controlling one's emotions and actions according to one's values.</s_text><sep/><s_text># Wonder: Appreciating beauty and excellence.</s_text><sep/><s_text># Gratitude: Knowing, feeling and being thankful for all the good things in life.</s_text><sep/><s_text># Hope: Positively expecting the best and working to achieve it.</s_text><sep/><s_text># Humor: Enjoying laughter and making people laugh. Seeing the lighter side of life.</s_text><sep/><s_text># Spirituality: Having coherent beliefs higher purpose and the meaning of life</s_text></s_node-3></s_node-2></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>System of a Down  discography</s_text><s_node-1><s_text>System of a Down  June 30, 1998</s_text><s_node-2><s_text>"Suite-Pee"</s_text><sep/><s_text>"Know"</s_text><sep/><s_text>"Sugar"</s_text><sep/><s_text>"Suggestions"</s_text><sep/><s_text>"Spiders"</s_text><sep/><s_text>"DDevil"</s_text><sep/><s_text>"Soil"</s_text><sep/><s_text>"War?"</s_text><sep/><s_text>"Mind"</s_text><sep/><s_text>"Peephole"</s_text><sep/><s_text>"CUBErt"</s_text><sep/><s_text>"Darts"</s_text><sep/><s_text>"P.L.U.C.K." (Politically Lying, Unholy, Cowardly Killers)</s_text></s_node-2><sep/><s_text>Toxicity  September 4, 2001</s_text><s_node-2><s_text>"Prison Song"</s_text><sep/><s_text>"Needles"</s_text><sep/><s_text>"Deer Dance"</s_text><sep/><s_text>"Jet Pilot"</s_text><sep/><s_text>"X"</s_text><sep/><s_text>"Chop Suey!"</s_text><sep/><s_text>"Bounce"</s_text><sep/><s_text>"Forest"</s_text><sep/><s_text>"ATWA"</s_text><sep/><s_text>"Science"</s_text><sep/><s_text>"Shimmy"</s_text><sep/><s_text>"Toxicity"</s_text><sep/><s_text>"Psycho"</s_text><sep/><s_text>"Aerials"</s_text></s_node-2><sep/><s_text>Steal This Album!  November 26, 2002</s_text><s_node-2><s_text>"Chic 'N' Stu"</s_text><sep/><s_text>"Innervision"</s_text><sep/><s_text>"Bubbles"</s_text><sep/><s_text>"Boom!"</s_text><sep/><s_text>"Nüguns"</s_text><sep/><s_text>"A.D.D."</s_text><sep/><s_text>"Mr. Jack"</s_text><sep/><s_text>"I-E-A-I-A-I-O"</s_text><sep/><s_text>"36"</s_text><sep/><s_text>"Pictures"</s_text><sep/><s_text>"Highway Song"</s_text><sep/><s_text>"Fuck the System"</s_text><sep/><s_text>"Ego Brain"</s_text><sep/><s_text>"Thetawaves"</s_text><sep/><s_text>"Roulette"</s_text><sep/><s_text>"Streamline</s_text></s_node-2><sep/><s_text>Mezmerize  May 17, 2005</s_text><s_node-2><s_text>"Soldier Side - Intro"</s_text><sep/><s_text>"B.Y.O.B."</s_text><sep/><s_text>"Revenga"</s_text><sep/><s_text>"Cigaro"</s_text><sep/><s_text>"Radio/Video"</s_text><sep/><s_text>"This Cocaine Makes Me Feel Like I'm on This Song"</s_text><sep/><s_text>"Violent Pornography"</s_text><sep/><s_text>"Question!"</s_text><sep/><s_text>"Sad Statue"</s_text><sep/><s_text>"Old School Hollywood"</s_text><sep/><s_text>"Lost in Hollywood"</s_text></s_node-2><sep/><s_text>Hypnotize  November 22, 2005</s_text><s_node-2><s_text>"Attack"</s_text><sep/><s_text>"Dreaming"</s_text><sep/><s_text>"Kill Rock 'n Roll"</s_text><sep/><s_text>"Hypnotize"</s_text><sep/><s_text>"Stealing Society"</s_text><sep/><s_text>"Tentative"</s_text><sep/><s_text>"U-Fig"</s_text><sep/><s_text>"Holy Mountains"</s_text><sep/><s_text>"Vicinity of Obscenity"</s_text><sep/><s_text>"She's Like Heroin"</s_text><sep/><s_text>"Lonely Day"</s_text><sep/><s_text>"Soldier Side"</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 info & artwork: https://en.wikipedia.org/wiki/System_of_a_Down_discography</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Identify the elements of the mind map in this image and arrange them into structured data according to their intrinsic logical relationships.

[Assistant] <s_map><s_node-0><s_text>BOLIVIA  minicipalities</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (POLAND)</s_text><s_node-3></s_node-3><sep/><s_text>all information: https://en.wikipedia.org/wiki/Municipalities_of_Bolivia</s_text></s_node-2><sep/><s_text>1 Pando</s_text><s_node-2><s_text>Bella Flor Municipality</s_text><sep/><s_text>Bolpebra Municipality</s_text><sep/><s_text>Cobija Municipality</s_text><sep/><s_text>Filadelfia Municipality</s_text><sep/><s_text>Ingavi Municipality</s_text><sep/><s_text>Nueva Esperanza Municipality</s_text><sep/><s_text>Porvenir Municipality</s_text><sep/><s_text>Puerto Gonzalo Moreno Municipality</s_text><sep/><s_text>Puerto Rico Municipality</s_text><sep/><s_text>San Lorenzo Municipality, Pando</s_text><sep/><s_text>San Pedro Municipality, Pando</s_text><sep/><s_text>Santa Rosa del Abuná Municipality</s_text><sep/><s_text>Santos Mercado Municipality</s_text><sep/><s_text>Sena Municipality</s_text><sep/><s_text>Villa Nueva Municipality</s_text></s_node-2><sep/><s_text>2 La Paz</s_text><s_node-2><s_text>Achacachi Municipality</s_text><sep/><s_text>Achocalla Municipality</s_text><sep/><s_text>Alto Beni Municipality</s_text><sep/><s_text>Ancoraimes Municipality</s_text><sep/><s_text>Apolo Municipality</s_text><sep/><s_text>Aucapata Municipality</s_text><sep/><s_text>Ayata Municipality</s_text><sep/><s_text>Ayo Ayo Municipality</s_text><sep/><s_text>Batallas Municipality</s_text><sep/><s_text>Cairoma Municipality</s_text><sep/><s_text>Cajuata Municipality</s_text><sep/><s_text>Calacoto Municipality</s_text><sep/><s_text>Calamarca Municipality</s_text><sep/><s_text>Caquiaviri Municipality</s_text><sep/><s_text>Caranavi Municipality</s_text><sep/><s_text>Catacora Municipality</s_text><sep/><s_text>Chacarilla Municipality</s_text><sep/><s_text>Charaña Municipality</s_text><sep/><s_text>Chúa Cocani Municipality</s_text><sep/><s_text>Chulumani Municipality</s_text><sep/><s_text>Chuma Municipality</s_text><sep/><s_text>Collana Municipality</s_text><sep/><s_text>Colquencha Municipality</s_text><sep/><s_text>Colquiri Municipality</s_text><sep/><s_text>Comanche Municipality</s_text><sep/><s_text>Combaya Municipality</s_text><sep/><s_text>Copacabana Municipality, La Paz</s_text><sep/><s_text>Coripata Municipality</s_text><sep/><s_text>Coro Coro Municipality</s_text><sep/><s_text>Coroico Municipality</s_text><sep/><s_text>Curva Municipality</s_text><sep/><s_text>Desaguadero Municipality</s_text><sep/><s_text>El Alto Municipality, La Paz</s_text><sep/><s_text>Escoma Municipality</s_text><sep/><s_text>General Juan José Pérez Municipality</s_text><sep/><s_text>Guanay Municipality</s_text><sep/><s_text>Guaqui Municipality</s_text><sep/><s_text>Huatajata Municipality</s_text><sep/><s_text>Huarina Municipality</s_text><sep/><s_text>Humanata Municipality</s_text><sep/><s_text>Ichoca Municipality</s_text><sep/><s_text>Inquisivi Municipality</s_text><sep/><s_text>Irupana Municipality</s_text><sep/><s_text>Ixiamas Municipality</s_text><sep/><s_text>La Asunta Municipality</s_text><sep/><s_text>La Paz Municipality</s_text><sep/><s_text>Laja Municipality</s_text><sep/><s_text>Licoma Pampa Municipality</s_text><sep/><s_text>Luribay Municipality</s_text><sep/><s_text>Malla Municipality</s_text><sep/><s_text>Mecapaca Municipality</s_text><sep/><s_text>Mocomoco Municipality</s_text><sep/><s_text>Nazacara de Pacajes Municipality</s_text><sep/><s_text>Palca Municipality</s_text><sep/><s_text>Palos Blancos Municipality</s_text><sep/><s_text>Papel Pampa Municipality</s_text><sep/><s_text>Patacamaya Municipality</s_text><sep/><s_text>Pelechuco Municipality</s_text><sep/><s_text>Pucarani Municipality</s_text><sep/><s_text>Puerto Acosta Municipality</s_text><sep/><s_text>Puerto Carabuco Municipality</s_text><sep/><s_text>Puerto Pérez Municipality</s_text><sep/><s_text>Quiabaya Municipality</s_text><sep/><s_text>Quime Municipality</s_text><sep/><s_text>San Buenaventura Municipality, La Paz</s_text><sep/><s_text>San Pedro de Curahuara Municipality</s_text><sep/><s_text>San Pedro de Tiquina Municipality</s_text><sep/><s_text>Santiago de Callapa Municipality</s_text><sep/><s_text>Santiago de Huata Municipality</s_text><sep/><s_text>Santiago de Machaca Municipality</s_text><sep/><s_text>Sapahaqui Municipality</s_text><sep/><s_text>Sica Sica Municipality</s_text><sep/><s_text>Sorata Municipality</s_text><sep/><s_text>Tacacoma Municipality</s_text><sep/><s_text>Tiwanaku Municipality</s_text><sep/><s_text>Tipuani Municipality</s_text><sep/><s_text>Tito Yupanqui Municipality</s_text><sep/><s_text>Umala Municipality</s_text><sep/><s_text>Viacha Municipality</s_text><sep/><s_text>Waldo Ballivián Municipality</s_text><sep/><s_text>Yaco Municipality</s_text><sep/><s_text>Yanacachi Municipality</s_text></s_node-2><sep/><s_text>3 Beni</s_text><s_node-2><s_text>Baures Municipality</s_text><sep/><s_text>Exaltación Municipality</s_text><sep/><s_text>Guayaramerín Municipality</s_text><sep/><s_text>Huacaraje Municipality</s_text><sep/><s_text>Loreto Municipality, Beni</s_text><sep/><s_text>Magdalena Municipality, Beni</s_text><sep/><s_text>Puerto Siles Municipality</s_text><sep/><s_text>Reyes Municipality</s_text><sep/><s_text>Riberalta Municipality</s_text><sep/><s_text>Rurrenabaque Municipality</s_text><sep/><s_text>San Andrés Municipality, Beni</s_text><sep/><s_text>San Borja Municipality</s_text><sep/><s_text>San Ignacio Municipality, Beni</s_text><sep/><s_text>San Javier Municipality, Beni</s_text><sep/><s_text>San Joaquín Municipality, Beni</s_text><sep/><s_text>San Ramón Municipality, Beni</s_text><sep/><s_text>Santa Ana Municipality, Beni</s_text><sep/><s_text>Santa Rosa Municipality, Beni</s_text><sep/><s_text>Trinidad Municipality, Beni</s_text></s_node-2><sep/><s_text>4 Oruro</s_text><s_node-2><s_text>Andamarca Municipality</s_text><sep/><s_text>Antequera Municipality</s_text><sep/><s_text>Belén de Andamarca Municipality</s_text><sep/><s_text>Caracollo Municipality</s_text><sep/><s_text>Carangas Municipality</s_text><sep/><s_text>Challapata Municipality</s_text><sep/><s_text>Chipaya Municipality</s_text><sep/><s_text>Choquecota Municipality</s_text><sep/><s_text>Coipasa Municipality</s_text><sep/><s_text>Corque Municipality</s_text><sep/><s_text>Cruz de Machacamarca Municipality</s_text><sep/><s_text>Curahuara de Carangas Municipality</s_text><sep/><s_text>El Choro Municipality</s_text><sep/><s_text>Escara Municipality</s_text><sep/><s_text>Esmeralda Municipality</s_text><sep/><s_text>Eucaliptus Municipality</s_text><sep/><s_text>Huachacalla Municipality</s_text><sep/><s_text>Huanuni Municipality</s_text><sep/><s_text>Huayllamarca Municipality</s_text><sep/><s_text>La Rivera Municipality</s_text><sep/><s_text>Machacamarca Municipality</s_text><sep/><s_text>Oruro Municipality</s_text><sep/><s_text>Pampa Aullagas Municipality</s_text><sep/><s_text>Pazña Municipality</s_text><sep/><s_text>Sabaya Municipality</s_text><sep/><s_text>Salinas de Garci Mendoza Municipality</s_text><sep/><s_text>Santiago de Huari Municipality</s_text><sep/><s_text>Santuario de Quillacas Municipality</s_text><sep/><s_text>Todos Santos Municipality</s_text><sep/><s_text>Toledo Municipality</s_text><sep/><s_text>Totora Municipality, Oruro</s_text><sep/><s_text>Turco Municipality</s_text><sep/><s_text>Poopó Municipality</s_text><sep/><s_text>Yunguyo del Litoral Municipality</s_text></s_node-2><sep/><s_text>5 Cochabamba</s_text><s_node-2><s_text>Aiquile Municipality</s_text><sep/><s_text>Alalay Municipality</s_text><sep/><s_text>Anzaldo Municipality</s_text><sep/><s_text>Arani Municipality</s_text><sep/><s_text>Arbieto Municipality</s_text><sep/><s_text>Arque Municipality</s_text><sep/><s_text>Ayopaya Municipality</s_text><sep/><s_text>Bolívar Municipality, Cochabamba</s_text><sep/><s_text>Capinota Municipality</s_text><sep/><s_text>Chimoré Municipality</s_text><sep/><s_text>Cliza Municipality</s_text><sep/><s_text>Cocapata Municipality</s_text><sep/><s_text>Cochabamba Municipality</s_text><sep/><s_text>Colcapirhua Municipality</s_text><sep/><s_text>Colomi Municipality</s_text><sep/><s_text>Cuchumuela Municipality</s_text><sep/><s_text>Entre Ríos Municipality, Cochabamba</s_text><sep/><s_text>Mizque Municipality</s_text><sep/><s_text>Morochata Municipality</s_text><sep/><s_text>Muela Municipality</s_text><sep/><s_text>Omereque Municipality</s_text><sep/><s_text>Pasorapa Municipality</s_text><sep/><s_text>Pocona Municipality</s_text><sep/><s_text>Pojo Municipality</s_text><sep/><s_text>Puerto Villarroel Municipality</s_text><sep/><s_text>Punata Municipality</s_text><sep/><s_text>Quillacollo Municipality</s_text><sep/><s_text>Sacaba Municipality</s_text><sep/><s_text>Sacabamba Municipality</s_text><sep/><s_text>San Benito Municipality</s_text><sep/><s_text>Santivañez Municipality</s_text><sep/><s_text>Shinahota Municipality / Shinaota Municipality / Sinahota Municipality</s_text><sep/><s_text>Sicaya Municipality</s_text><sep/><s_text>Sipe Sipe Municipality</s_text><sep/><s_text>Tacachi Municipality</s_text><sep/><s_text>Tacopaya Municipality</s_text><sep/><s_text>Tapacarí Municipality</s_text><sep/><s_text>Tarata Municipality</s_text><sep/><s_text>Tiquipaya Municipality</s_text><sep/><s_text>Tiraque Municipality</s_text><sep/><s_text>Toco Municipality</s_text><sep/><s_text>Tolata Municipality</s_text><sep/><s_text>Totora Municipality</s_text><sep/><s_text>Tunari Municipality</s_text><sep/><s_text>Vacas Municipality</s_text><sep/><s_text>Vila Vila Municipality</s_text><sep/><s_text>Vinto Municipality</s_text></s_node-2><sep/><s_text>6 Santa Cruz</s_text><s_node-2><s_text>Ascensión de Guarayos Municipality</s_text><sep/><s_text>Ayacucho Municipality, Santa Cruz / Porongo Municipality</s_text><sep/><s_text>Boyuibe Municipality</s_text><sep/><s_text>Buena Vista Municipality</s_text><sep/><s_text>Cabezas Municipality</s_text><sep/><s_text>Camiri Municipality</s_text><sep/><s_text>Charagua Municipality</s_text><sep/><s_text>Comarapa Municipality</s_text><sep/><s_text>Concepción Municipality</s_text><sep/><s_text>Cotoca Municipality</s_text><sep/><s_text>Cuevo Municipality</s_text><sep/><s_text>El Puente Municipality, Santa Cruz</s_text><sep/><s_text>El Torno Municipality</s_text><sep/><s_text>General Saavedra Municipality</s_text><sep/><s_text>Gutiérrez Municipality</s_text><sep/><s_text>La Guardia Municipality</s_text><sep/><s_text>Lagunillas Municipality, Santa Cruz</s_text><sep/><s_text>Mairana Municipality</s_text><sep/><s_text>Mineros Municipality</s_text><sep/><s_text>Montero Municipality</s_text><sep/><s_text>Moro Moro Municipality</s_text><sep/><s_text>Okinawa Municipality</s_text><sep/><s_text>Pailón Municipality</s_text><sep/><s_text>Pampa Grande Municipality</s_text><sep/><s_text>Portachuelo Municipality</s_text><sep/><s_text>Postrer Valle Municipality</s_text><sep/><s_text>Pucara Municipality</s_text><sep/><s_text>Puerto Quijarro Municipality</s_text><sep/><s_text>Puerto Suarez Municipality</s_text><sep/><s_text>Quirusillas Municipality</s_text><sep/><s_text>Roboré Municipality</s_text><sep/><s_text>Saipina Municipality</s_text><sep/><s_text>Samaipata Municipality</s_text><sep/><s_text>San Antonio del Lomerío Municipality</s_text><sep/><s_text>San Carlos Municipality, Santa Cruz</s_text><sep/><s_text>San Ignacio Municipality, Santa Cruz</s_text><sep/><s_text>San Javier Municipality, Santa Cruz</s_text><sep/><s_text>San José Municipality</s_text><sep/><s_text>San Julián Municipality</s_text><sep/><s_text>San Matías Municipality</s_text><sep/><s_text>San Miguel Municipality</s_text><sep/><s_text>San Rafael Municipality, Santa Cruz</s_text><sep/><s_text>San Ramón Municipality, Santa Cruz</s_text><sep/><s_text>Santa Cruz Municipality, Santa Cruz / Santa Cruz de la Sierra Municipality</s_text><sep/><s_text>Santa Rosa del Sara Municipality</s_text><sep/><s_text>Trigal Municipality</s_text><sep/><s_text>Urubichá Municipality</s_text><sep/><s_text>Vallegrande Municipality / Valle Grande Municipality</s_text><sep/><s_text>Warnes Municipality</s_text><sep/><s_text>Yapacaní Municipality</s_text></s_node-2><sep/><s_text>7 Potosí</s_text><s_node-2><s_text>Acasio Municipality</s_text><sep/><s_text>Arampampa Municipality</s_text><sep/><s_text>Atocha Municipality</s_text><sep/><s_text>Betanzos Municipality</s_text><sep/><s_text>Caiza "D" Municipality</s_text><sep/><s_text>Ckochas Municipality / Cochas Municipality</s_text><sep/><s_text>Caripuyo Municipality</s_text><sep/><s_text>Chaquí Municipality</s_text><sep/><s_text>Chayanta Municipality</s_text><sep/><s_text>Chuquihuta Municipality / Chuquihuta Ayllu Jucumani</s_text><sep/><s_text>Colcha "K" Municipality</s_text><sep/><s_text>Colquechaca Municipality</s_text><sep/><s_text>Cotagaita Municipality</s_text><sep/><s_text>Llallagua Municipality</s_text><sep/><s_text>Llica Municipality</s_text><sep/><s_text>Mojinete Municipality</s_text><sep/><s_text>Ocurí Municipality</s_text><sep/><s_text>Pocoata Municipality</s_text><sep/><s_text>Porco Municipality</s_text><sep/><s_text>Potosí Municipality</s_text><sep/><s_text>Puna Municipality</s_text><sep/><s_text>Ravelo Municipality</s_text><sep/><s_text>Sacaca Municipality</s_text><sep/><s_text>San Agustín Municipality</s_text><sep/><s_text>San Antonio de Esmoruco Municipality</s_text><sep/><s_text>San Pablo de Lípez Municipality</s_text><sep/><s_text>San Pedro de Buena Vista Municipality</s_text><sep/><s_text>San Pedro de Quemes Municipality</s_text><sep/><s_text>Tacobamba Municipality</s_text><sep/><s_text>Tahua Municipality</s_text><sep/><s_text>Tinguipaya Municipality</s_text><sep/><s_text>Tomave Municipality</s_text><sep/><s_text>Toro Toro Municipality</s_text><sep/><s_text>Tupiza Municipality</s_text><sep/><s_text>Uncía Municipality</s_text><sep/><s_text>Urmiri Municipality</s_text><sep/><s_text>Uyuni Municipality</s_text><sep/><s_text>Villazón Municipality</s_text><sep/><s_text>Vitichi Municipality</s_text><sep/><s_text>Yocalla Municipality</s_text></s_node-2><sep/><s_text>8 Chuquisaca</s_text><s_node-2><s_text>Azurduy Municipality</s_text><sep/><s_text>Camargo Municipality, Chuquisaca</s_text><sep/><s_text>Culpina Municipality</s_text><sep/><s_text>El Villar Municipality</s_text><sep/><s_text>Huacareta Municipality</s_text><sep/><s_text>Huacaya Municipality</s_text><sep/><s_text>Icla Municipality</s_text><sep/><s_text>Incahuasi Municipality</s_text><sep/><s_text>Mojocoya Municipality</s_text><sep/><s_text>Camataqui Municipality</s_text><sep/><s_text>Las Carreras Municipality</s_text><sep/><s_text>Macharetí Municipality</s_text><sep/><s_text>Monteagudo Municipality</s_text><sep/><s_text>Padilla Municipality</s_text><sep/><s_text>Poroma Municipality</s_text><sep/><s_text>Presto Municipality</s_text><sep/><s_text>San Lucas Municipality</s_text><sep/><s_text>Sopachuy Municipality</s_text><sep/><s_text>Sucre Municipality, Bolivia</s_text><sep/><s_text>Tarabuco Municipality</s_text><sep/><s_text>Tomina Municipality</s_text><sep/><s_text>Villa Alcalá Municipality</s_text><sep/><s_text>Villa Charcas Municipality</s_text><sep/><s_text>Villa Serrano Municipality</s_text><sep/><s_text>Villa Vaca Guzmán Municipality</s_text><sep/><s_text>Villa Zudañez Municipality</s_text><sep/><s_text>Tarvita Municipality</s_text><sep/><s_text>Yotala Municipality</s_text><sep/><s_text>Yamparáez Municipality</s_text></s_node-2><sep/><s_text>9 Tarija</s_text><s_node-2><s_text>Bermejo Municipality</s_text><sep/><s_text>Caraparí Municipality</s_text><sep/><s_text>El Puente Municipality, Tarija</s_text><sep/><s_text>Entre Ríos Municipality, Tarija</s_text><sep/><s_text>Padcaya Municipality</s_text><sep/><s_text>San Lorenzo Municipality, Tarija</s_text><sep/><s_text>Tarija Municipality</s_text><sep/><s_text>Uriondo Municipality</s_text><sep/><s_text>Villamontes Municipality</s_text><sep/><s_text>Yacuiba Municipality</s_text><sep/><s_text>Yunchará Municipality</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>Formulating a  Corporate Strategic Plan Atsmith.au@gmail.com</s_text><s_node-1><s_text>Environmental factors</s_text><s_node-2><s_text>Threats</s_text><s_node-3><s_text>Impact</s_text><sep/><s_text>Timing</s_text><sep/><s_text>Evidence</s_text></s_node-3><sep/><s_text>Opportunities</s_text><s_node-3><s_text>List variables that may Assist</s_text></s_node-3><sep/><s_text>Competition</s_text><s_node-3><s_text>Industry Factors</s_text><s_node-4><s_text>List Variables</s_text></s_node-4><sep/><s_text>Competitor Actions</s_text><s_node-4><s_text>Potential Competitors</s_text><s_node-5><s_text>Vertical Integration ( acquiring competitor</s_text><sep/><s_text>Market Expansion</s_text><sep/><s_text>Product Expansion</s_text><sep/><s_text>Competitive Approaches</s_text><s_node-6><s_text>Identify Strategic groups</s_text><s_node-7><s_text>Segment Market according to groups</s_text></s_node-7><sep/><s_text>Alternatives</s_text><sep/><s_text>Mitigation of Risk</s_text></s_node-6></s_node-5><sep/><s_text>SWAT</s_text><sep/><s_text>Barriers to Entry</s_text><sep/><s_text>Size, growth , profitability</s_text><sep/><s_text>Current and past Strategies</s_text><sep/><s_text>Organization and Culture</s_text><sep/><s_text>Cost Structures</s_text><sep/><s_text>Objectives</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Internal Analysis</s_text><s_node-2><s_text>Value</s_text><s_node-3><s_text>Value Proposition</s_text><s_node-4><s_text>Quality vs Price</s_text><s_node-5><s_text>Market positioning</s_text><sep/><s_text>After Sales</s_text></s_node-5></s_node-4><sep/><s_text>Value Chain Analysis</s_text><s_node-4><s_text>Examine Synergies and Linkages</s_text><sep/><s_text>Organizational Systems</s_text><sep/><s_text>HR Management</s_text><sep/><s_text>Technology Development</s_text><sep/><s_text>Procurement</s_text><sep/><s_text>Marketing</s_text><sep/><s_text>Logistics / Sales</s_text><s_node-5><s_text>Service</s_text><sep/><s_text>Inbound</s_text><sep/><s_text>Outbound</s_text><sep/><s_text>Operations</s_text><sep/><s_text>Sales</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Organizational Capability</s_text><s_node-3><s_text>IT Infrastructure</s_text><sep/><s_text>Organizational and structure</s_text><sep/><s_text>Human Capital</s_text><sep/><s_text>Social Capital</s_text><sep/><s_text>Culture</s_text><sep/><s_text>Marketing Capability</s_text><sep/><s_text>R&D</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>Competitive Analysis</s_text><s_node-2><s_text>Porter's Five Forces</s_text><s_node-3><s_text>Threat of Substitutes</s_text><s_node-4><s_text>Switching costs</s_text><sep/><s_text>Buyer tendency to substitute</s_text><sep/><s_text>Price-performance trade-off of substitutes</s_text></s_node-4><sep/><s_text>Supplier Power</s_text><s_node-4><s_text>Supplier concentration</s_text><sep/><s_text>Importance of volume to supplier</s_text><sep/><s_text>Cost relative to total purchases in industry</s_text></s_node-4><sep/><s_text>Degree of Rivalry</s_text><s_node-4><s_text>Rate of industry growth</s_text><sep/><s_text>Number of competitors</s_text><sep/><s_text>Intermittent industry overcapacity</s_text><sep/><s_text>Fixed cost allocation per value added</s_text></s_node-4><sep/><s_text>Barriers to Entry</s_text><s_node-4><s_text>Economies of product differences</s_text><sep/><s_text>Brand equity</s_text><sep/><s_text>Capital requirements</s_text><sep/><s_text>Access to distribution</s_text></s_node-4><sep/><s_text>Buyer Power</s_text><s_node-4><s_text>Buyer volume</s_text><sep/><s_text>Availability of existing substitute  products</s_text><sep/><s_text>Buyer price sensitivity</s_text></s_node-4></s_node-3><sep/><s_text>SWOT</s_text><sep/><s_text>Core competencies</s_text><s_node-3><s_text>Which Strategy exploits your Competencies</s_text><sep/><s_text>Identify Resource Gaps</s_text></s_node-3></s_node-2><sep/><s_text>Customer Analysis</s_text><s_node-2><s_text>Customer Profile</s_text><s_node-3><s_text>Who ?</s_text><sep/><s_text>What</s_text><sep/><s_text>How ?</s_text><sep/><s_text>Where ?</s_text><sep/><s_text>When</s_text><sep/><s_text>Why?</s_text></s_node-3><sep/><s_text>Differentiation</s_text><s_node-3><s_text>Value</s_text></s_node-3><sep/><s_text>Customer Preference Mapping (what is valued by the customer )</s_text><s_node-3><s_text>What are you going to be excellent at</s_text><sep/><s_text>What are you going to be bad at</s_text></s_node-3><sep/><s_text>How do you identify customers</s_text><s_node-3><s_text>Market segmentation</s_text><s_node-4><s_text>Behavioral Segmentation (Brand, benefits that Customer expect)</s_text><sep/><s_text>Geographic and Demographic</s_text><sep/><s_text>Psychographic (Culture , Motivation Attitudes etc</s_text></s_node-4></s_node-3><sep/><s_text>How do you meet their needs</s_text><s_node-3><s_text>Customer Satisfaction</s_text></s_node-3><sep/><s_text>How do you record Strategic Information on them</s_text></s_node-2><sep/><s_text>Analysis of Findings</s_text><s_node-2><s_text>SWOT</s_text><s_node-3><s_text>Critical Success Factors 3-7</s_text><s_relation>BU Values ()<sep/>Vision Statement ()</s_relation><s_node-4><s_text>Strategic objectives</s_text><s_relation>Mission Statement ()</s_relation><s_node-5><s_text>Formulate Action plan</s_text><s_relation>Business Plan ()</s_relation><sep/><s_text>Formulate KPI's</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>Vision Statement</s_text><s_relation>Critical Success Factors 3-7 ()</s_relation><sep/><s_text>BU Values</s_text><s_relation>Critical Success Factors 3-7 ()</s_relation><sep/><s_text>Mission Statement</s_text><s_relation>Strategic objectives ()</s_relation><s_node-2><s_text>Buy in</s_text><s_node-3><s_text>Alignment to Strategic plan</s_text><sep/><s_text>Plan to achieve buy in</s_text><s_node-4><s_text>Communication of Plan</s_text></s_node-4><sep/><s_text>Challenges</s_text></s_node-3><sep/><s_text>Formulation</s_text><s_node-3><s_text>New</s_text><sep/><s_text>Current</s_text></s_node-3></s_node-2><sep/><s_text>Continually Align</s_text><sep/><s_text>Continually Align</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>Social brain science Carole Osterweil</s_text><s_node-1><s_text>Objectives</s_text><s_node-2><s_text>Making the invisible more visible, and maximising value</s_text><sep/><s_text>Give you</s_text><s_node-3><s_text>Flavour of how the brain works</s_text><sep/><s_text>Springboard for discussion/learning</s_text></s_node-3><sep/><s_text>Enable</s_text><s_node-3><s_text>Reflect on your situation</s_text><sep/><s_text>Consider professional implications</s_text><sep/><s_text>Questions, workshops. beyond...</s_text></s_node-3></s_node-2><sep/><s_text>3 Part Brain</s_text><s_node-2><s_text>Thinking brain</s_text><s_node-3><s_text>Analysis</s_text><sep/><s_text>Decision-making</s_text><sep/><s_text>Creativity</s_text><sep/><s_text>Empathy</s_text></s_node-3><sep/><s_text>Feeling brain</s_text><s_node-3><s_text>Emotional command centre</s_text><sep/><s_text>Impulses</s_text><sep/><s_text>Memories</s_text></s_node-3><sep/><s_text>Primitive brain</s_text><s_node-3><s_text>Body processes</s_text><sep/><s_text>Heart, lungs, temperature</s_text></s_node-3></s_node-2><sep/><s_text>Survival</s_text><s_node-2><s_text>We're wired for survival</s_text><s_node-3><s_text>And we're wired for social survival</s_text><sep/><s_text>Constantly scanning for threats/rewards</s_text></s_node-3><sep/><s_text>Learning</s_text><s_node-3><s_text>Conscious</s_text><s_node-4><s_text>Least energy efficient</s_text><sep/><s_text>We're usually conscious of what we're thinking</s_text></s_node-4><sep/><s_text>Part Conscious</s_text><s_node-4><s_text>Energy efficient</s_text></s_node-4><sep/><s_text>Unconscious</s_text></s_node-3><sep/><s_text>Communicating for learning</s_text><s_node-3><s_text>Your brain wants to keep things the same</s_text><sep/><s_text>Messages must be repeated</s_text><s_node-4><s_text>To move through 3 stages</s_text></s_node-4><sep/><s_text>Consistency is key</s_text><s_node-4><s_text>Model behaviour consistently</s_text><sep/><s_text>Don't undo your own message</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>Scanning & Signals</s_text><s_node-2><s_text>Signals</s_text><s_node-3><s_text>External signals (5 senses)</s_text><sep/><s_text>Internal signals (heart, lungs etc)</s_text></s_node-3><sep/><s_text>Hostile or familiar?</s_text><s_node-3><s_text>Continual assessments</s_text><sep/><s_text>Social pain/pleasure</s_text><sep/><s_text>Avoid or Approach?</s_text></s_node-3><sep/><s_text>Hostile: Avoidance</s_text><s_node-3><s_text>Emotions</s_text><s_node-4><s_text>Fear</s_text><sep/><s_text>Anger</s_text><sep/><s_text>Disgust</s_text><sep/><s_text>Shame</s_text><sep/><s_text>Sadness</s_text></s_node-4><sep/><s_text>Behaviours</s_text><s_node-4><s_text>Defend</s_text><sep/><s_text>Attack</s_text><sep/><s_text>Withdraw</s_text><sep/><s_text>Freeze</s_text></s_node-4><sep/><s_text>Thinking brain goes 'offline'</s_text><s_node-4><s_text>Happens to us all</s_text><s_node-5><s_text>Autopilot</s_text><sep/><s_text>Distracting</s_text></s_node-5><sep/><s_text>Triggered by small signals</s_text><sep/><s_text>Response to perceived 'hostile'</s_text></s_node-4><sep/><s_text>Be tuned in to invisible signals</s_text></s_node-3><sep/><s_text>Familiar: Approach</s_text><s_node-3><s_text>Emotions</s_text><s_node-4><s_text>Trust</s_text><sep/><s_text>Love</s_text><sep/><s_text>Excitement</s_text><sep/><s_text>Joy</s_text></s_node-4><sep/><s_text>Behaviours</s_text><s_node-4><s_text>Create</s_text><sep/><s_text>Collaborate</s_text><sep/><s_text>Motivate</s_text><sep/><s_text>Learn</s_text></s_node-4><sep/><s_text>Thinking brain stays online</s_text><s_node-4><s_text>Higher quality thinking</s_text><sep/><s_text>Greater sense of attachment</s_text><sep/><s_text>Engagement and immersion</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Summary</s_text><s_node-2><s_text>Avoidance behaviours create project/people stress</s_text><sep/><s_text>Whether you like it or not</s_text><s_node-3><s_text>Everything said/done is transmitted to others</s_text><s_node-4><s_text>Verbal</s_text><sep/><s_text>Non-verbal</s_text><sep/><s_text>Conscious</s_text><sep/><s_text>Non-conscious</s_text></s_node-4><sep/><s_text>Will impact on your project delivery</s_text><s_node-4><s_text>Collaboration fails</s_text><sep/><s_text>Tensions mount</s_text><sep/><s_text>Can spiral downwards</s_text></s_node-4><sep/><s_text>Impacts can quickly amplify</s_text><s_node-4><s_text>Contagious</s_text><sep/><s_text>Multiple stakeholders</s_text></s_node-4></s_node-3><sep/><s_text>Emotional skills needed</s_text><s_node-3><s_text>Not just technical</s_text><sep/><s_text>More relational</s_text></s_node-3><sep/><s_text>Invisible Dynamics</s_text><s_node-3><s_text>Learn to identify</s_text><sep/><s_text>Consider ways to influence</s_text></s_node-3></s_node-2><sep/><s_text>Interrupt the cycle</s_text><s_node-2><s_text>Improving regulation</s_text><sep/><s_text>Troubleshooting</s_text><sep/><s_text>Facilitation & dialogue</s_text><s_node-3><s_text>Disrupt unhelpful patterns</s_text><sep/><s_text>Amplify positive patterns</s_text></s_node-3><sep/><s_text>Training & development</s_text><s_node-3><s_text>70:20:10 learning balance</s_text><sep/><s_text>Rewiring 'on the job'</s_text><sep/><s_text>Coaching</s_text><sep/><s_text>Action learning</s_text></s_node-3></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>Comment naviguer dans un monde chaotique : surfez sur le tsunami des changements !</s_text><s_node-1><s_text>1. Comprendre le monde</s_text><s_node-2><s_text>étudier</s_text><s_node-3><s_text>les ingénieurs</s_text><sep/><s_text>apprendre beaucoup...</s_text><sep/><s_text>...oublier l'essentiel</s_text><sep/><s_text>découverte de la démarche scientifique</s_text><sep/><s_text>MBA</s_text></s_node-3><sep/><s_text>voyager</s_text><s_node-3><s_text>tours du monde</s_text><sep/><s_text>pour comprendre</s_text></s_node-3><sep/><s_text>lire</s_text><s_node-3><s_text>les philosophes</s_text></s_node-3><sep/><s_text>en confrontant les visions, les approches philosophiques et les science, on voit</s_text></s_node-2><sep/><s_text>2. Évolution des sciences</s_text><s_node-2><s_text>on ne voit pas le monde pareil</s_text><s_node-3><s_text>si on est seul sur une planète est plate</s_text><sep/><s_text>si on est nombreux sur une planète est ronde</s_text><sep/><s_text>si nous nous voyons comme une poussière dans l'univers</s_text><sep/><s_text>tout dépend du paradigme scientifique</s_text><sep/><s_text>exemple des indiens d'Amérique qui n'ont pas su voir les bateaux des conquistadors</s_text><s_node-4><s_text>...sauf les Chamanes !</s_text><sep/><s_text>et les enfants ?</s_text></s_node-4></s_node-3><sep/><s_text>les sciences d'hier à aujourd'hui</s_text><s_node-3><s_text>La roue</s_text><s_node-4><s_text>sur les valises seulement depuis peu</s_text></s_node-4><sep/><s_text>La mécanique classique</s_text><s_node-4><s_text>Newton</s_text></s_node-4><sep/><s_text>La relativité</s_text><s_node-4><s_text>Einstein</s_text><sep/><s_text>pas encore digérée</s_text></s_node-4><sep/><s_text>La mécanique quantique</s_text><s_node-4><s_text>pas encore digérée</s_text></s_node-4></s_node-3><sep/><s_text>Les théories du chaos</s_text><s_node-3><s_text>les images fractales</s_text><s_node-4><s_text>la même chose se reproduit quelque soit le niveau d'échelle</s_text><sep/><s_text>selon les enfants</s_text><s_node-5><s_text>fais un cercle, puis des plus petit...</s_text><sep/><s_text>une croix dans la croix dans la croix dans la croix</s_text><sep/><s_text>tu peux pas mesurer avec la règle, ça s'arrête jamais</s_text><sep/><s_text>c'est comme un légo, avec un cube qui sert à faire un plus gros cube, qui sert à faire un plus gros cube</s_text><sep/><s_text>plus tu t'approches plus tu t'en vas, plus c'est pareil</s_text></s_node-5><sep/><s_text>il s'agit de les reconnaître dans notre entourage</s_text></s_node-4><sep/><s_text>Le monde nous apparaît de plus en plus fractale</s_text><s_node-4><s_text>il l'a toujours été...mais on ne l'a jamais vu ! comme les Indiens</s_text><s_node-5><s_text>arbre</s_text><sep/><s_text>désert d'Atacama</s_text><sep/><s_text>corail</s_text><sep/><s_text>terre sèche après la pluie</s_text><sep/><s_text>les galaxies</s_text><sep/><s_text>cristal de neige</s_text><sep/><s_text>...</s_text><sep/><s_text>l'infiniment grand et l'infiniment petit sont autant fractals l'un que l'autre</s_text></s_node-5><sep/><s_text>le meilleur objet thématique pour décrire la nature, ce que Newton ne peut pas faire</s_text><sep/><s_text>le fractal ne vient pas de fracture, mais de la fraction mathématique</s_text><sep/><s_text>l'ordre apparaît dans le désordre</s_text><sep/><s_text>apparition du chaos</s_text><s_node-5><s_text>du filet d'eau...</s_text><sep/><s_text>...au tourbillon</s_text></s_node-5><sep/><s_text>apparition de l'ordre</s_text><s_node-5><s_text>que si on voit d'abord l'image fractale</s_text><sep/><s_text>découverte de l'émergence</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>3. Caractéristiques du monde fractal</s_text><s_node-2><s_text>Le fractal est là quand le nombre et la vitesse sont présentes</s_text><s_node-3><s_text>de 1 habitant à 7 milliard d'habitants sur la planète</s_text><sep/><s_text>les échanges entre les individus explosent (Internet, téléphones mobiles, les voyages aériens, ...)</s_text><sep/><s_text>le nombre de rencontre explose</s_text><sep/><s_text>l'accélération</s_text><s_node-4><s_text>nos parents avaient une forte probabilité de faire toute leur vie au même endroit</s_text><sep/><s_text>le langage</s_text><sep/><s_text>les mots</s_text></s_node-4><sep/><s_text>le Tsunami du changement</s_text></s_node-3><sep/><s_text>le planisphère d'antan avec ses couleurs bien délimitées n'est plus</s_text><s_node-3><s_text>le choc des civilisation selon Hutington</s_text><sep/><s_text>Huntington</s_text><sep/><s_text>les frontières sont beaucoup plus proches (d'un arrondissement à l'autre et non plus d'un continent à l'autre)</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>4. Les exemples pour comprendre le monde sous l'angle du fractal</s_text><s_node-2><s_text>le luxe et le low-cost</s_text><s_node-3><s_text>Lacoste pour les banlieusards</s_text><sep/><s_text>comment gérer sa clientèle fractale</s_text><sep/><s_text>leader Price pour les riches</s_text><sep/><s_text>les riches achètent du luxe tout le temps</s_text><sep/><s_text>les pauvres épargnes pour acheter du luxe un jour</s_text></s_node-3><sep/><s_text>les vols aériens</s_text><s_node-3><s_text>1ère classe d'un jour pour le boulot...</s_text><sep/><s_text>...2ème classe de toujours pour les vacances !</s_text><sep/><s_text>fin des frontières clairement définies</s_text><sep/><s_text>le passage d'un côté à l'autre se fait naturellement</s_text></s_node-3><sep/><s_text>gauche / droite</s_text><s_node-3><s_text>70's</s_text><s_node-4><s_text>Giscard</s_text><sep/><s_text>Marchais</s_text></s_node-4><sep/><s_text>2000</s_text><s_node-4><s_text>la droite met en avant Jaurès</s_text><sep/><s_text>La gauche veut mettre le drapeau français et chanter la Marseillaise</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>5. D'autres exemples pour aller plus loin</s_text><s_node-2><s_text>un exemple pour demain : la démocratie fractale</s_text><s_node-3><s_text>comment croire qu'un même homme politique sache gérer pendant 5 ans</s_text><sep/><s_text>solutions de la démocratie participative</s_text><s_node-4><s_text>solution de collège de parties prenantes</s_text><sep/><s_text>recréer une petite société</s_text></s_node-4></s_node-3><sep/><s_text>les monnaies</s_text><s_node-3><s_text>fin du monopole des monnaies conventionnelles</s_text><sep/><s_text>monnaies alternatives</s_text><sep/><s_text>monnaies complémentaires</s_text><sep/><s_text>monnaies libres</s_text></s_node-3><sep/><s_text>Les écritures fractale</s_text><s_node-3><s_text>vision globale</s_text><sep/><s_text>le mélange des lettre n'empêche pas de comprendre ce qui est écrit</s_text><sep/><s_text>l'alphabet</s_text><s_node-4><s_text>l'assemblage de signe sans sens donne un sens</s_text><sep/><s_text>lecture de gauche à droite</s_text><s_node-5><s_text>alors que les écritures anciennes</s_text><s_node-6><s_text>de droite à gauche</s_text><sep/><s_text>car graver dans la pierre</s_text><sep/><s_text>plus facile</s_text></s_node-6></s_node-5><sep/><s_text>vision conceptuelle</s_text><sep/><s_text>vision logique</s_text><sep/><s_text>vision analogique</s_text><sep/><s_text>cerveau gauche</s_text></s_node-4><sep/><s_text>les signes et idéogramme</s_text><s_node-4><s_text>ça ressemble à quelque chose</s_text><sep/><s_text>approche contextuelle</s_text><sep/><s_text>approche visuelle</s_text><sep/><s_text>cerveau droite</s_text><sep/><s_text>le japonais</s_text><s_node-5><s_text>est visuel</s_text><sep/><s_text>et conceptuel</s_text><sep/><s_text>en même temps</s_text></s_node-5><sep/><s_text>le coréen</s_text><s_node-5><s_text>conceptuel</s_text><sep/><s_text>dernier alphabet 1500</s_text><sep/><s_text>en dessinant la forme de l'organe qui prononce le son</s_text><sep/><s_text>ressemble à du visuel</s_text><sep/><s_text>est conceptuel</s_text><sep/><s_text>mais a été crée sur un mode contextuel</s_text></s_node-5></s_node-4><sep/><s_text>le fractal</s_text><s_node-4><s_text>les orientaux comprennent plusieurs alphabets et mobilisent les 2 hémisphères de notre cerveau</s_text><sep/><s_text>les occidentaux commencent</s_text><s_node-5><s_text>à gérer les smiley...visuel</s_text><sep/><s_text>à saisir des SMS en alphabet logique en mode contextuel</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>le temps fractal</s_text><s_node-3><s_text>notre agenda</s_text><s_node-4><s_text>le temps est à la fois linéaire et cyclique</s_text><sep/><s_text>loisir</s_text><sep/><s_text>travail</s_text><sep/><s_text>vie privée</s_text><sep/><s_text>vie professionnelle</s_text><sep/><s_text>on subit un monde qui n'est plus linéaire ou on comprend que le monde est fractal ?</s_text></s_node-4><sep/><s_text>Nos étapes de vie</s_text><s_node-4><s_text>apprendre</s_text><s_relation>L'apprentissage fractal ()</s_relation><s_node-5><s_text>les enfants ne font qu'apprendre ?</s_text><sep/><s_text>faire exécuter les enfants : stages ...</s_text></s_node-5><sep/><s_text>exécuter</s_text><s_node-5><s_text>les adultes peuvent apprendre</s_text></s_node-5><sep/><s_text>se reposer/la retraite</s_text><s_node-5><s_text>faire une année sabbatique ?</s_text><sep/><s_text>les retraités peuvent avoir une activité utlie pour la société</s_text></s_node-5><sep/><s_text>échapper à la procrastination</s_text></s_node-4></s_node-3><sep/><s_text>L'apprentissage fractal</s_text><s_relation>apprendre ()</s_relation><s_node-3><s_text>déductif</s_text><s_node-4><s_text>un bon élève</s_text></s_node-4><sep/><s_text>inductif</s_text><s_node-4><s_text>faire émerger la connaissance à travers la répétition</s_text><sep/><s_text>les jeux vidéo de nos enfants...</s_text><sep/><s_text>...et des adultes</s_text></s_node-4></s_node-3><sep/><s_text>la relation fractale</s_text><s_node-3><s_text>la relation physique : l'homme de cromagnon</s_text><sep/><s_text>la relation utile : lignées de dynastie</s_text><sep/><s_text>l'amour : choix</s_text><s_node-4><s_text>le super-amour</s_text><s_node-5><s_text>travailler avec son conjoint</s_text><sep/><s_text>faire l'amour avec ses collaborateurs</s_text></s_node-5><sep/><s_text>l'hyper-amour</s_text><s_node-5><s_text>le partenaire de vie...</s_text><sep/><s_text>...devient partenaire spirituel</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>6. La métamorphose</s_text><s_node-2><s_text>métamorphose</s_text><s_node-3><s_text>la crise</s_text><s_node-4><s_text>cyclique...</s_text><sep/><s_text>...est devenue systémique</s_text><sep/><s_text>la poly-crise</s_text></s_node-4><sep/><s_text>du balancement d'un côté à l'autre jusqu'au tiping point : point de déclenchement</s_text><sep/><s_text>pour atteindre un autre équilibre émergeant (decision point)...</s_text><sep/><s_text>...sinon c'est le collaps</s_text></s_node-3><sep/><s_text>emprise de l'effet papillon</s_text><s_node-3><s_text>dans un système linéaire</s_text><s_node-4><s_text>il faut être nombreux</s_text><sep/><s_text>il faut être très fort</s_text></s_node-4><sep/><s_text>dans un système chaotique</s_text><s_node-4><s_text>la rupture vient du choc des linéaires</s_text><sep/><s_text>tout le monde à le pouvoir de changer le monde = sans précédant dans l'histoire de l'Humanité</s_text><sep/><s_text>il faut détecter les autres émergences</s_text><s_node-5><s_text>capacité à voir l'ordre dans le désordre</s_text><sep/><s_text>capacité à ne pas écraser les autres papillons</s_text><sep/><s_text>les créatifs culturels !</s_text></s_node-5></s_node-4></s_node-3></s_node-2></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>Party leaders of the Communist Party USA</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/Communist_Party_USA</s_text></s_node-2><sep/><s_text>intro</s_text><s_node-2><s_text>The Communist Party USA, officially the Communist Party of the United States of America (CPUSA),[8] is a communist party in the United States established in 1919 after a split in the Socialist Party of America following the Russian Revolution.[9][10]</s_text><sep/><s_text>The history of the CPUSA is closely related to the American labor movement and communist parties worldwide. Initially operating underground due to the Palmer Raids starting in the First Red Scare, the party was influential in American politics in the first half of the 20th century and played a prominent role in the labor movement from the 1920s through the 1940s, becoming known for opposing racism and racial segregation after sponsoring the defense for the Scottsboro Boys in 1931. Its membership increased during the Great Depression, and they played a key role in the Congress of Industrial Organizations.[10] The CPUSA subsequently declined due to events such as the beginning of the Cold War, the second Red Scare, and the influence of McCarthyism. Its opposition to the Marshall Plan and the Truman Doctrine were unpopular, with its endorsed candidate Henry A. Wallace under-performing in the 1948 presidential election. Its support for the Soviet Union increasingly alienated it from the rest of the left in the United States in the 1960s.[10]</s_text><sep/><s_text>The CPUSA received significant funding from the Soviet Union and crafted its public positions to match those of Moscow.[11] The CPUSA also used a covert apparatus to assist the Soviets with their intelligence activities in the United States and utilized a network of front organizations to shape public opinion.[12] The CPUSA opposed glasnost and perestroika in the Soviet Union and as a result major funding from the Communist Party of the Soviet Union ended in 1989.</s_text></s_node-2><sep/><s_text>Charles Ruthenberg</s_text><s_node-2><s_text>1919–1927</s_text><sep/><s_text>Executive Secretary of old CPA (1919–1920); Executive Secretary of WPA/W(C)P (May 1922 – 1927)</s_text></s_node-2><sep/><s_text>Alfred Wagenknecht</s_text><s_node-2><s_text>1919–1921</s_text><sep/><s_text>Executive Secretary of CLP (1919–1920); of UCP (1920–1921)</s_text></s_node-2><sep/><s_text>Charles Dirba</s_text><s_node-2><s_text>1920–1921</s_text><sep/><s_text>Executive Secretary of old CPA (1920–1921); of unified CPA (May 30, 1921 – July 27, 1921)</s_text></s_node-2><sep/><s_text>Louis Shapiro</s_text><s_node-2><s_text>1920</s_text><sep/><s_text>Executive Secretary of old CPA</s_text></s_node-2><sep/><s_text>L.E. Katterfeld</s_text><s_node-2><s_text>1921</s_text><sep/><s_text>Executive Secretary of unified CPA</s_text></s_node-2><sep/><s_text>William Weinstone</s_text><s_node-2><s_text>1921–1922</s_text><sep/><s_text>Executive Secretary of unified CPA</s_text></s_node-2><sep/><s_text>Jay Lovestone</s_text><s_node-2><s_text>1922; 1927–1929</s_text><sep/><s_text>Executive Secretary of unified CPA (February 22, 1922 – August 22, 1922); of W(C)P/CPUSA (1927–1929)</s_text></s_node-2><sep/><s_text>James P. Cannon</s_text><s_node-2><s_text>1921–1922</s_text><sep/><s_text>National Chairman of WPA</s_text></s_node-2><sep/><s_text>Caleb Harrison</s_text><s_node-2><s_text>1921–1922</s_text><sep/><s_text>Executive Secretary of WPA</s_text></s_node-2><sep/><s_text>Abram Jakira</s_text><s_node-2><s_text>1922–1923</s_text><sep/><s_text>Executive Secretary of unified CPA</s_text></s_node-2><sep/><s_text>William Z. Foster</s_text><s_node-2><s_text>1929–1934; 1945–1957</s_text><sep/><s_text>Party Chairman</s_text></s_node-2><sep/><s_text>Earl Browder</s_text><s_node-2><s_text>1934–1945</s_text><sep/><s_text>Party Chairman</s_text></s_node-2><sep/><s_text>Eugene Dennis</s_text><s_node-2><s_text>1945–1959</s_text><sep/><s_text>General Secretary</s_text></s_node-2><sep/><s_text>Gus Hall</s_text><s_node-2><s_text>1959–2000</s_text><sep/><s_text>General Secretary</s_text></s_node-2><sep/><s_text>Sam Webb</s_text><s_node-2><s_text>2000–2014</s_text><sep/><s_text>Chairman</s_text></s_node-2><sep/><s_text>John Bachtell</s_text><s_node-2><s_text>2014–2019</s_text><sep/><s_text>Chairman</s_text></s_node-2><sep/><s_text>Rossana Cambron</s_text><s_node-2><s_text>2019–present</s_text><sep/><s_text>Co-chair</s_text></s_node-2><sep/><s_text>Joe Sims</s_text><s_node-2><s_text>2019–present</s_text><sep/><s_text>Co-chair</s_text></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>MindMapping Overview</s_text><s_node-1><s_text></s_text><s_node-2><s_text>Overview of Mindmapping</s_text><sep/><s_text>Overview of MindManager</s_text><sep/><s_text>Reference Materials</s_text></s_node-2><sep/><s_text></s_text><s_node-2><s_text>What is a mindmap?</s_text><s_node-3><s_text>Visual diagram of information and thoughts arranged around a central key word or idea</s_text></s_node-3><sep/><s_text>Psychology of Learning - Remembering</s_text><s_node-3><s_text>Beginning of the learning period (" the primacy effect")</s_text><sep/><s_text>End of the learning period (" the recency effect")</s_text><sep/><s_text>Association with things or patterns already stored</s_text><sep/><s_text>Items emphasized in an outstanding or unique way</s_text><sep/><s_text>Items appeal strongly to any of the five senses</s_text><sep/><s_text>Items of particular interest to a person</s_text></s_node-3><sep/><s_text>Note-making vs. Note-taking</s_text><s_node-3><s_text>Disadvantages of Standard Linear Notes</s_text><s_node-4><s_text>Obscure key words</s_text><s_node-5><s_text>limits ability to make associations</s_text></s_node-5><sep/><s_text>Difficult to remember</s_text><s_node-5><s_text>Monotonous</s_text><sep/><s_text>single color</s_text><sep/><s_text>boring</s_text></s_node-5><sep/><s_text>Waste time</s_text><sep/><s_text>Fail to stimulate brain creatively</s_text><s_node-5><s_text>false sense of completion</s_text></s_node-5></s_node-4><sep/><s_text>Howe Study - Effectiveness of noting</s_text><s_node-4><s_text>Results</s_text><s_node-5><s_text>1. Key word notes personally made</s_text><s_relation>Successful noting ()</s_relation><sep/><s_text>2. Key word notes given</s_text><sep/><s_text>3. Sentence summary notes personally made</s_text><sep/><s_text>4. Sentence summary notes given</s_text><sep/><s_text>5. Complete transcript notes personally made</s_text><sep/><s_text>6. Complete transcript notes given</s_text></s_node-5><sep/><s_text>Successful noting</s_text><s_relation>1. Key word notes personally made ()</s_relation><s_node-5><s_text>Brevity</s_text><sep/><s_text>Efficiency</s_text><sep/><s_text>Active personal involvement</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>MindMapping Principles</s_text><s_node-3><s_text>1. Structure</s_text><s_node-4><s_text>Central Topic</s_text><sep/><s_text>Main themes radiate from center</s_text><sep/><s_text>Branches are key image or word</s_text><sep/><s_text>Ideas connected to ideas</s_text><sep/><s_text>Start at 1 o'clock topic and read clockwise</s_text></s_node-4><sep/><s_text>2. Identify Basic Ordering Ideas</s_text><s_node-4><s_text>"Chapter Headings"</s_text><sep/><s_text>Objectives</s_text></s_node-4><sep/><s_text>3 .Use Emphasis & Association</s_text><s_node-4><s_text>Define relationships between topics</s_text><s_relation>Use icons to convey meaning ()</s_relation><sep/><s_text>Use variations of font, size, line, color and image to emphasize an idea</s_text><sep/><s_text>Use icons to convey meaning</s_text><s_relation>Define relationships between topics ()</s_relation></s_node-4><sep/><s_text>4. Be clear</s_text><s_node-4><s_text>Make boundaries to embrace branch</s_text><sep/><s_text>"chunking"</s_text></s_node-4><sep/><s_text>5. Develop a personal style</s_text><s_node-4><s_text>" 1 + rule"</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text></s_text><s_node-2><s_text>Brainstorming</s_text><sep/><s_text>Project Management</s_text><sep/><s_text>Meeting Facilitation</s_text><sep/><s_text>Collaboration</s_text><sep/><s_text>Information Management</s_text><sep/><s_text>Proposal Development</s_text></s_node-2><sep/><s_text></s_text><s_node-2><s_text>The MindMap Book by Tony Buzan</s_text><sep/><s_text>HTTP://www.mindjet.com</s_text></s_node-2></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>THINK better</s_text><s_node-1><s_text>Evolutionsverläufe</s_text><s_node-2><s_text>90 MindMaps</s_text><sep/><s_text>Lehrplanrelevante MindMaps von der biologischen bis zur Wissensevolution</s_text></s_node-2><sep/><s_text>Diktaturen</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>MindMaps zu Diktatur/Demokratievergleichen, generelle Modelle über Didakturen, im 20.und 21. Jahrhundert</s_text></s_node-2><sep/><s_text>Konflikte im 20. und 21. Jahrhundert</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>Lehrplanrelevante Geschichtsthemen. Kosovo Konflikt, NSA - Überwachung, Kalter Krieg, Nahostkonflikt</s_text></s_node-2><sep/><s_text>Wirtschaft</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>Lehrplanrelevante Themen zur Arbeits- und Wirtschaftslehre</s_text></s_node-2><sep/><s_text>Evolution-Tiere-Pflanzen-Ökologie</s_text><s_node-2><s_text>80 MindMaps</s_text><sep/><s_text>Lernplanrelevante Themen zur Biologie.Evolution, Zoologie, Phytologie und Ökologie</s_text></s_node-2><sep/><s_text>Schulorganisation, Schulevolution, Mobbing</s_text><s_node-2><s_text>90 MindMaps</s_text><sep/><s_text>Schul- und unterrichtsrelevante Themen, die sich mit unterschiedlichen Aspekten der Schulorganisation und Schulveränderung befassen</s_text></s_node-2><sep/><s_text>Die Bundesrepublik in einer globalisierten Welt</s_text><s_node-2><s_text>50 MindMaps</s_text><sep/><s_text>Sozialkundliche Aspekte zum Thema BRD in einer globalisierten Welt</s_text></s_node-2><sep/><s_text>Gesellschaftsgeografische Zusammenhänge</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>Lehrplarelevante Geografiethemen</s_text></s_node-2><sep/><s_text>Von der Urgeschichte bis zum Mittelalter</s_text><s_node-2><s_text>70 MindMaps</s_text><sep/><s_text>Unterrichtsrelevante Themen von der Altsteinzeit, der Jungsteinzeit, Metallzeit, Pharaonenzeit, der antiken Welt und des Mittelalters</s_text></s_node-2><sep/><s_text>Probleme des 20. und 21. Jahrhunderts</s_text><s_node-2><s_text>100 MindMaps</s_text><sep/><s_text>Lehrplanrelevante Geschichtsthemen Bevölkerungspolitik, Energieprobleme, Globalisierung, Schulden- und wirtschaftskrise, Klima- und Infromationspolitik und zur 3. Welt</s_text></s_node-2><sep/><s_text>Modelle über semantische Netze</s_text><s_node-2><s_text>100 MindMaps</s_text><sep/><s_text>Effekte sematischer Mappingverfahren, systhem- und wissenschaftstheoretische Aspekte des Modellierens von MindMaps. Ansästze einer MindMappingdidaktik</s_text></s_node-2><sep/><s_text>Mensch-Sexualität-Bevölkerung</s_text><s_node-2><s_text>50 MindMaps</s_text><sep/><s_text>Lehrplanrelevante Biologiethemen. die sich mit dem menschlishcnen Körper und der Sexualität beschäftigen. Weiterhin Maps zum Thema Bevölkerungsentwicklung</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>MindMappingtechnik im Unterricht</s_text><s_node-2><s_text>90 MindMaps</s_text><sep/><s_text>Gute Bespiele zur einübung der MindMappingtechnik. Beispiele aus unterschiedlichen Themenbereichen</s_text></s_node-2><sep/><s_text>Mathematische Modellierungsoptionen und didaktische Möglichkeiten für Sachaufgaben</s_text><s_node-2><s_text>70 MindMaps</s_text><sep/><s_text>MindMaps zu vielen Unterrichtsrelevanten MathematikThemen</s_text></s_node-2><sep/><s_text>Grundsätzliche geografische Zusammenhänge</s_text><s_node-2><s_text>90 MindMaps</s_text><sep/><s_text>Lernplanrelevante Geografiethemen.Geografische Modellierung, der Himmelskörper Erde, Evolution der Erdhülle</s_text></s_node-2><sep/><s_text>Wirtschaftsgeografie</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>Umfangreiche Sammlung zuWirtschaftssysthemen, Wirtschafts- und Unternehmenspolitik, sowie Wirtschaftsdynamik</s_text></s_node-2><sep/><s_text>Neuzeit</s_text><s_node-2><s_text>70 MindMaps</s_text><sep/><s_text>Lehrplan relevante MindMaps zum Thema Geschichte. Kirchspaltung, Gegenreformation, Neue Welt und deren Folgen, Absolutismus, Industrielle Revolution.</s_text></s_node-2><sep/><s_text>Vom 1. zum 2. Weltkrieg</s_text><s_node-2><s_text>50 MindMaps</s_text><sep/><s_text>Geschichtsthemen zum 1. und 2. Weltkrieg, sowie Weimarer Republik</s_text></s_node-2><sep/><s_text>Berufskompetenzen</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>MindMaps aus der Arbeits- und Wirtschaftslehre, die sich mit Berufskompetenzen beschäftigen</s_text></s_node-2><sep/><s_text>Krankheit und Sucht</s_text><s_node-2><s_text>60 MindMaps</s_text><sep/><s_text>Viele MindMaps zum Thema suchtverhalten und Entstehung von Krankheiten</s_text></s_node-2><sep/><s_text>Psychologie, Soziologie, Schulhygiene, Suchtaspekte</s_text><s_node-2><s_text>70 MindMaps</s_text><sep/><s_text>MindMaps zum Lernen ernen, Schulhygiene, soziologische und psychologische Aspekte</s_text></s_node-2><sep/><s_text>Weltall, Kräfte, Optik, Energie, Klima, Aerodynamik, Säuren und Laugen</s_text><s_node-2><s_text>110 MindMaps</s_text><sep/><s_text>Zum Thema Physik und Chemie</s_text></s_node-2><sep/><s_text>Naturgeografische Zusammenhänge</s_text><s_node-2><s_text>80 MindMaps</s_text><sep/><s_text>Geografiethemen, Geo-Zone, Aspekte und Probleme von Gewässern, Pflanzenwelt und verschiedener Ökosysteme</s_text></s_node-2><sep/><s_text>Probleme der Mensch-Raumbeziehungen</s_text><s_node-2><s_text>100 MindMaps</s_text><sep/><s_text>Geografiethemen umfangreiche Sammlungwirtschaftliche Ungleichheit, Wachstums- und Ressourcenprobleme, Umweltgefahren.</s_text></s_node-2></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>Administrative divisions of Kaliningrad Oblast</s_text><s_node-1><s_text>intro</s_text><s_node-2><s_text>Kaliningrad Oblast (Russian: Калинингра́дская о́бласть, Kaliningradskaya oblast), often referred to as the Kaliningrad Region in English[14][15], or simply Kaliningrad, is a federal subject of the Russian Federation that is located on the coast of the Baltic Sea. As an oblast, its constitutional status is equal to each of the other 84 federal subjects. Its administrative center is the city of Kaliningrad, formerly known as Königsberg. It is the only Baltic port in the Russian Federation that remains ice-free in winter. According to the 2010 census, it had a population of 941,873.[9]</s_text><sep/><s_text>The oblast is an exclave, bordered by Poland to the south and Lithuania to the east and north, so visa-free travel to the rest of Russia is possible only by sea or air. The territory was formerly the northern part of East Prussia, with the southern part now being Poland's Warmian-Masurian Voivodeship. With the defeat of Nazi Germany in 1945, the territory was annexed by the Soviet Union. Following the post-war migration and expulsion of the German-speaking population, the territory was populated with citizens from the Soviet Union. Today virtually no ethnic Germans remain; most of the several thousand who live there are recent immigrants from other parts of the former Soviet Union.</s_text><sep/><s_text>Early in the 21st century, the hitherto fledgling economy of Kaliningrad Oblast became one of the best performing economies in Russia. This was helped by a low manufacturing tax rate related to its "Special Economic Zone" (SEZ) status. As of 2006, one in three televisions manufactured in Russia came from Kaliningrad. The territory's population was one of the few in Russia that was expected to show strong growth after the collapse of the USSR.[16]</s_text></s_node-2><sep/><s_text>Cities and towns under the oblast's jurisdiction:</s_text><s_node-2><s_text>Kaliningrad (Калининград) (administrative center)</s_text><s_node-3><s_text>administrative districts:</s_text><s_node-4><s_text>Leningradsky (Ленинградский)</s_text><sep/><s_text>Moskovsky (Московский)</s_text><sep/><s_text>Tsentralny (Центральный)</s_text></s_node-4></s_node-3><sep/><s_text>Baltiysk (Балтийск)</s_text><s_node-3><s_text>Urban-type settlements under the town's jurisdiction:</s_text><s_node-4><s_text>Primorsk (Приморск)</s_text></s_node-4></s_node-3><sep/><s_text>Pionersky (Пионерский)</s_text><sep/><s_text>Sovetsk (Советск)</s_text><sep/><s_text>Svetlogorsk (Светлогорск)</s_text><s_node-3><s_text>Urban-type settlements under the town's jurisdiction:</s_text><s_node-4><s_text>Yantarny (Янтарный)</s_text></s_node-4></s_node-3><sep/><s_text>Svetly (Светлый)</s_text></s_node-2><sep/><s_text>Bagrationovsky (Багратионовский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Bagrationovsk (Багратионовск)</s_text><sep/><s_text>Ladushkin (Ладушкин)</s_text><sep/><s_text>Mamonovo (Мамоново)</s_text></s_node-3><sep/><s_text>with 11 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Chernyakhovsky (Черняховский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Chernyakhovsk (Черняховск)</s_text></s_node-3><sep/><s_text>with 7 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Guryevsky (Гурьевский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Guryevsk (Гурьевск)</s_text></s_node-3><sep/><s_text>with 9 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Gusevsky (Гусевский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Gusev (Гусев)</s_text></s_node-3><sep/><s_text>with 7 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Gvardeysky (Гвардейский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Gvardeysk (Гвардейск)</s_text></s_node-3><sep/><s_text>with 6 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Krasnoznamensky (Краснознаменский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Krasnoznamensk (Краснознаменск)</s_text></s_node-3><sep/><s_text>with 7 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Nemansky (Неманский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Neman (Неман)</s_text></s_node-3><sep/><s_text>with 9 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Nesterovsky (Нестеровский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Nesterov (Нестеров)</s_text></s_node-3><sep/><s_text>with 7 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Ozyorsky  (Озёрский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Ozyorsk (Озёрск)</s_text></s_node-3><sep/><s_text>with 6 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Polessky (Полесский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Polessk (Полесск)</s_text></s_node-3><sep/><s_text>with 6 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Pravdinsky (Правдинский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Pravdinsk (Правдинск)</s_text></s_node-3><sep/><s_text>Urban-type settlements under the district's jurisdiction:</s_text><s_node-3><s_text>Zheleznodorozhny (Железнодорожный)</s_text></s_node-3><sep/><s_text>with 8 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Slavsky (Славский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Slavsk (Славск)</s_text></s_node-3><sep/><s_text>with 7 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>Zelenogradsky (Зеленоградский)</s_text><s_node-2><s_text>Towns under the district's jurisdiction:</s_text><s_node-3><s_text>Zelenogradsk (Зеленоградск)</s_text></s_node-3><sep/><s_text>with 9 rural okrugs under the district's jurisdiction.</s_text></s_node-2><sep/><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (POLAND)</s_text><s_node-3></s_node-3><sep/><s_text>all information: https://en.wikipedia.org/wiki/Administrative_divisions_of_Kaliningrad_Oblast</s_text></s_node-2></s_node-1></s_node-0></s_map>