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Are you an entrepreneur or successful leader and struggled with overeating? Or maybe you have had years of inconstant success with your eating habits and weight loss? Our guest today is Dr. Glenn Livingston, and he shares with us how one simple rule can help you defeat your cravings. TODAY'S WIN-WIN:Recognizing what truly matters most to you will give you clarity around how to spend your time.LINKS FROM THE EPISODE:Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/. You can visit our guest's website at: https://www.DefeatYourCravings.comGet a copy of our guest's book here: https://www.defeatyourcravings.com/BlogMePlease/download-the-free-reader-bonuses/Attend our Franchise Sales Training Workshop: https://bigskyfranchiseteam.com/franchisesalestraining/Connect with our guest on social:ABOUT OUR GUEST:Glenn Livingston, Ph.D. was the long time CEO of a multi-million dollar consulting firm which has serviced several Fortune 500 clients in the food industry. Disillusioned by what traditional psychology had to offer overweight and/or food obsessed individuals, Dr. Livingston spent several decades researching the nature of bingeing and overeating via work with his own clients AND a self-funded research program with more than 40,000 participants. You may have seen his (or his company's) previous work, theories, and research in major periodicals like The New York Times, The Los Angeles Times, The Chicago Sun Times, and other major media outlets he's appeared on including ABC, WGN, and CBS radio and UPN TV. He earned his Ph.D. is in psychology. ABOUT BIG SKY FRANCHISE TEAM:This episode is powered by Big Sky Franchise Team. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/.The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.
As I near the end of my Clinical Psychology MSc and look towards the future of working in mental health, I am increasingly being concerned, disillusioned and unsure about any sort of future employment. Not because I am a bad candidate, a bad student or someone who doesn't care about psychology. I seriously love and care about clinical psychology. Yet there are massive barriers and silly experience requirements baked into clinical psychology that mean the less privileged are less likely to be able to work in mental health than their richer peers. Therefore, in this careers in psychology podcast episode, you'll learn about why am I disillusioned with clinical psychology, how my inability to take unpaid work has limited my career options and how am I dealing with the impracticality of working in clinical psychology. If you want to learn more about working in mental health and finishing a Masters degree then this will be a great episode for you.In the psychology news section, you'll learn about what does caffeine do to the sleeping brain, why Karma isn't always applied evenly, and why aren't we doing more open research?LISTEN NOW!If you want to support the podcast, please check out:Please subscribe to the channel so you don't miss any new episodes.FREE AND EXCLUSIVE 8 PSYCHOLOGY BOOK BOXSET- https://www.subscribepage.io/psychologyboxsetCareers In Psychology: A Guide To Careers In Clinical Psychology, Forensic Psychology and More- https://www.connorwhiteley.net/careers-in-psychology Available from all major eBook retailers and you can order the paperback and hardback copies from Amazon, your local bookstore and local library, if you request it. Also available as an AI-narrated audiobook from selected audiobook platforms and libraries systems. For example, Kobo, Spotify, Barnes and Noble, Google Play, Overdrive, Baker and Taylor and Bibliotheca. Patreon- patreon.com/ThePsychologyWorldPodcast#psychologycareer #careerinpsychology #psychologycareers #psychotherapy #clinicalpsychology #mentalhealth #clinicalmentalhealth #clinicalpsychologist #mentalhealthawareness #mentalhealthsupport #mentalhealthadvocate #psychology #psychology_facts #psychologyfacts #psychologyfact #psychologystudent #psychologystudents #podcast #podcasts #workinginmentalhealth
H1 - Tuesday July 8 2025 - "Still Trying to Blame Texas Flooding on Trump " "Caller was Epitome of disillusioned democratic listener " " Charlie is very disappointed about no Epstein list" "Callers give different Theories on Epstein List cover up" "
Rated RRuntime: 1hr 55minDirected by Danny BoyleWritten by Alex GarlandStars: Jodie Comer, Aaron Taylor-Johnson and Ralph FiennesReleased in US theaters June 20, 2025RT: 88% critics / 63% audienceSynopsis12yr old Spike lives with his domineering father and mysteriously ill mother on a small island less than a mile away from mainland northern England. While safe there from the infected, the citizens uphold a tradition that sees their young people escorted to the mainland to kill infected as a rite of passage. Disillusioned after his outing and determined to locate the rumored doctor there, Spike sneaks out of the compound with his mother in tow in an attempt to cure her illness.Join us again in two weeks when we will be reviewing The Damned, currently streaming on HuluTheme music: "Secret of Tiki Island" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 3.0 Licensehttp://creativecommons.org/licenses/by/3.0/
Marriage is hard work, even in the best of circumstances. Peter speaks to husbands and wives to challenge them to go against the cultural norms and focus on the most important thing. In doing so, he gives hope to those who are struggling in this primary relationship. From 1 Peter 3:1-7.
Brian Boero articulates a pivotal truth within the realm of real estate marketing, emphasizing the lack of creative storytelling and brand development that has historically characterized the industry. He explains how this unclaimed territory has been staked by his firm, 1000watt, as they ventured to redefine conventional approaches to marketing in real estate. Over the years, the company has grown, increasingly recognized for its innovative strategies and compelling narratives. In our dialogue, we delve into the evolution of marketing practices, the challenges agents face in a hyper-competitive landscape, and the necessity for professionals to cultivate bravery in their branding efforts. Ultimately, we underscore the importance of establishing a distinct and authentic identity in a field where differentiation remains critically scarce.Brian's narrative is punctuated by the challenges he faced while transitioning from political campaigns to real estate. Disillusioned with the political landscape and the individuals within it, he found solace and purpose in the realm of real estate marketing. His partnership with Mark Davison, another luminary in the industry, further propelled 1000watt's success. The duo's dedication to exploring uncharted territories of creativity and branding has led to a distinctive methodology that not only focuses on visual design but also emphasizes the importance of messaging and strategic positioning. This holistic approach ensures that clients are not merely following trends but are instead cultivating a unique brand identity that reflects their values and aspirations, setting them apart in a crowded market.Takeaways: The real estate industry, particularly in the past, lacked innovation in storytelling and brand building, which presented an unclaimed territory ripe for exploration. In establishing 1000watt, we recognized the absence of creativity in real estate marketing, allowing us to define a unique space for our services. The evolution of our firm was marked by a gradual expansion of projects and clients, leading to our recognition for innovative branding solutions. Clients often require encouragement to embrace creative risks, and our established reputation facilitates their willingness to venture beyond conventional marketing. Understanding the distinct characteristics of a client's brand requires an in-depth discovery process, which serves to differentiate them in a crowded marketplace. The misconception that immediate engagement in marketing equates to effective brand building overlooks the necessity for a thoughtful and strategic approach.
Send me a DM here (it doesn't let me respond), OR email me: imagineabetterworld2020@gmail.comToday I'm honored to have back on the show for a second time: Satanic ritual abuse, mind control and organized abuse survivor, overcomer and whistleblower, military veteran, former private contractor, anti-piracy operator, and bodyguard, prison and health industry reform activist, podcaster and host of his own YouTube channel called ‘Survivor's Story, men's trauma and sexual abuse advocate, and the wolf in the lion's den roaring in the face of evil: Daniel In case you are new here or if you missed Daniel's outstanding first episode, here's a brief recap: Born into an expatriate family in Nigeria, Daniel's childhood was a facade of privilege masking deep fear and neglect. Surrounded by wealth and walls, an inexplicable terror haunted him, rooted in experiences he couldn't yet name.As a young man, Daniel poured his intensity into a high-stakes career in security and military service, excelling in elite forces, private contracting in the Middle East, anti-piracy missions off Somalia, and protecting high-profile figures. But beneath his capable exterior simmered self-loathing, rage, and suicidal thoughts he couldn't explain. Disillusioned by the greed driving his military work, he turned to a spiritual quest, diving into personal development and somatic therapy with fierce commitment.In 2020, a seismic shift occurred. Through holistic therapies, repressed memories of childhood sexual abuse - rape and torture by multiple perpetrators - erupted in visceral flashbacks, plunging Daniel into psychosis and paranoia. Forgiveness became his lifeline. Initially resistant, fearing it betrayed those who suffered with him, Daniel embraced it as liberation, not absolution. By severing ties with his abusers and setting firm boundaries, he found safety to forgive from afar, transforming resentment into love. Through relentless psychological work, he integrated his trauma with purpose.Now, Daniel channels his pain into advocacy through his podcast, Survivors Story, uplifting men's healing and amplifying survivors' voices. He stands resolute, inspiring others - especially men - to break the silence around male child sexual abuse. Danie's message is clear: “Chains will be broken.”Today, we plunge deeper into Daniel's story post-revelation. We'll navigate his high-stakes clashes with the law, his struggles against a callous medical system, and the intricate family ties survivors must untangle to break free. Daniel will continue to unveil his path to healing, stitching together shattered memories while rooted in unyielding faith. A modern-day hero, he wields truth, compassion, and resilience as weapons to reclaim his power. The boy his abusers tried to destroy has risen as the leader he once needed - a living, breathing miracle. Daniel's story ignites a powerful truth through living example: abuse survivors, against all odds, can rise from the ashes of their pain, forging unbreakable spirits that light the way for others to heal and triumph.CONNECT WITH DANIEL:YouTube: @SurvivorsStory - YouTube: - https://youtube.com/@survivorsstory?si=6_2N0bYnW_Kq9ixz Website: https://survivors-story.com/CONNECT WITH THE IMAGINATION:EMAIL: imagineabetterworld2020@gmail.comMy Substack: https://emmakatherine.substack.com/All links: https://direct.me/theimaginationpodcastSupport the show
Dr Ngqapheli Mchunu , Senior Researcher with the Human Sciences Research Council unpacked the survey commissioned by the IEC that gathered data on voter perceptions. Views and News with Clarence Ford is the mid-morning show on CapeTalk. This 3-hour long programme shares and reflects a broad array of perspectives. It is inspirational, passionate and positive. Host Clarence Ford’s gentle curiosity and dapper demeanour leave listeners feeling motivated and empowered. Known for his love of jazz and golf, Clarrie covers a range of themes including relationships, heritage and philosophy. Popular segments include Barbs’ Wire at 9:30am (Mon-Thurs) and The Naked Scientist at 9:30 on Fridays. Thank you for listening to a podcast from Views & News with Clarence Ford Listen live on Primedia+ weekdays between 09:00 and 12:00 (SA Time) to Views and News with Clarence Ford broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/erjiQj2 or find all the catch-up podcasts here https://buff.ly/BdpaXRn Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.
Rachel Reeves' spending review was a mixed bag, with some impossibly tight spending settlements combined with significant investment. But will voters make the connections between decisions at Westminster and their own lives, especially when conveyed through a hostile media? • Rock & Roll Politics - The End of the Political Year Special is live at Kings Place on July 17th. Tickets here. Subscribe to Patreon for bonus podcasts, the main podcast a day early and ad free… plus special exclusive live events. Written and presented by Steve Richards. Learn more about your ad choices. Visit podcastchoices.com/adchoices
Near-death experience guest 1421 is Luke Kohen who near death experience due to dengue fever.Luke's YouTube Channelhttps://www.youtube.com/@lukekohenLuke's Websitehttps://lukekohen.com/CONTACT:Email: jeff@jeffmarapodcast.comTo donate crypto:Bitcoin - bc1qk30j4n8xuusfcchyut5nef4wj3c263j4nw5wydDigibyte - DMsrBPRJqMaVG8CdKWZtSnqRzCU7t92khEShiba - 0x0ffE1bdA5B6E3e6e5DA6490eaafB7a6E97DF7dEeDoge - D8ZgwmXgCBs9MX9DAxshzNDXPzkUmxEfAVEth. - 0x0ffE1bdA5B6E3e6e5DA6490eaafB7a6E97DF7dEeXRP - rM6dp31r9HuCBDtjR4xB79U5KgnavCuwenWEBSITEwww.jeffmarapodcast.comSOCIALS:Instagram: https://www.instagram.com/jeffmarapodcast/Facebook: https://www.facebook.com/jeffmarapodcast/Twitter: https://www.twitter.com/jeffmaraP/The opinions of the guests may or may not reflect the opinions of the host.
A German Catholic bishop has just resigned in a stunning move, citing deep disillusionment with the Synodal Way and the ongoing chaos within the German Church. After years of scandals, unresolved conflicts, and what he calls spiritual exhaustion, he says he can no longer stay silent or pretend the Church is on the right path. […]
Deacon Victor Valenzuela is assigned to St. Joseph Church in Placentia. He is married, with two adult children. He is a licensed social worker who is retired from 31 years of employment at Kaiser Permanente. He is a former seminarian who has worked in a variety of ministries. His wife is Diane. In this episode, he speaks with Mark Selles of St. Mary Parish in Fullerton, who shares his story of faith and conversion. Support the show
Were the all-embracing visions of William Blake shaped by Indian philosophy?
Playlist: Aleksi Perälä - FI3AC2512111sleepdial - dovetailingWorld Brain - minute papillonif god didn't want us to snort worms he wouldn't have made them cylindrical - MIMIDEATHKhotin - oasis bioreferenceGorillaz - Andromeda feat. DRAMKelela - washed awayJack J - falling down a well44coles - C SquaredOuri, Jonah Yano - quiet drummingbrayden potts - mandalayQuickly, Quickly - enythingVacations - honeyTriste Janero - A Beginning Dreamserpentwithfeet, Ty Dolla $ign, Azzy - DAMN GLOVES – BAILE FUNK REMIXDaniel Caesar, serpentwithfeet - Disillusioned feat. serpentwithfeetDeki Alem - chikken at the mallPinkPantheress - tonightMysie, £monzo - PHASESFlying Lotus - stonecuttersborez, Beau Wanzer, Rezzett - LompJump Source, Patrick Holland, Priori - Get It DoneHiTech - NEW JAZZ SCHMELLNanoos, Bodhi Z, DJ Slugo - ARJUUKsha gz, DJ Smallz 732 - New Opp (DJ Smallz 732 - Jersey Club Remix)yungkamaji - CDJSESG - DanceBeta Librae, James K - Late at Nightsalute, Rina Sawayama - Saving flowersAse Manual - jungle heaven feat. J Heat, El Blanco NinoBAMBII, Jessy Lanza, Yaeji - MirrorGayance, Magi Merlin, funkywhat - collect$$$savejorja smith, Joy Orbison - Rose RougeBiig Piig - 4AMEartheater, Shygirl - Dolphin
Last time we spoke about China's preparations for War. In December 1936, the tension in China reached a boiling point as Nationalist General Chiang Kai-shek was captured by his own commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on fighting communists instead of the encroaching Japanese forces, the generals sought a unified response to Japanese aggression. After being held in Xi'an, Chiang reluctantly agreed to collaborate with the Chinese Communist Party, marking a significant shift in strategy against Japan. Amidst the rising chaos, Chiang's government reviewed historical military strategies and prepared for a prolonged conflict. However, they faced challenges, including inadequate supplies and a lack of modern equipment compared to the Japanese. By 1937, China was ill-prepared for war, with Chiang later expressing regret about their military readiness. Despite these setbacks, the alliance formed with the communists laid a foundation for a united Chinese front against the brutalities of the Sino-Japanese War that would follow. #153 Japan Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So in the last episode we talked about how China was preparing itself for war, now its time for Japan. Since Japan's invasion of North China, Japanese field armies had promoted a series of autonomous zones in northern China. Officers from the Kwantung Army, skeptical of China's capacity to modernize, believed that the vast region would inevitably fragment into regional factions. This policy effectively maintained a weak and divided China, which served Japan's to defend Manchukuo. However many Japanese military leaders frequently pointed to the threat posed by the KMT's five-year plan, initiated in 1933 with assistance from German military advisors, aimed at modernizing and expanding the national army. To counter what they perceived as a Chinese threat, the field armies advocated for a preemptive war to dismantle Chiang Kai-shek's regime. Any attempt by Tokyo to alter the military's China policy faced vigorous opposition from the Kwantung Army, which, in February 1937, pushed for intensified covert actions to expel the KMT from northern China and supported a preemptive war to secure strategic areas for future operations against the Soviet Union. At a March meeting in Tokyo, staff officers from the China Garrison and Kwantung armies insisted that any concessions to China would be a grave mistake and would likely yield only temporary outcomes. In early spring 1937, Prince Konoe Fumimaro inherited a China policy fraught with competing views, however, there was consensus that China must not distract the empire from its preparations against the USSR. The end goal was clear, but the means to achieve it remained uncertain. The cabinet's approval of the "Fundamentals of National Policy" in August 1936 indicated a need for stability as the army and navy reconfigured Japan's war machine. The challenge lay in aligning long-term strategic goals with practical short-term interests in northern China without upsetting the existing balance of power. Expanding demands propelled the army's contingency planning, which had traditionally focused on safeguarding Japanese interests and the approximately 13,000 Japanese citizens residing in the region. Tokyo typically responded to serious incidents by deploying troops from homeland garrisons to address localized emergencies and then withdrawing them. However, by the mid-1930s, the growing Soviet threat to Manchukuo rendered this doctrine obsolete. Incidents in northern China gained strategic importance as they diverted resources from the Kwantung Army's preparations against the Soviet Union. Disruptions in northern China hindered access to essential raw materials necessary for army modernization and rearmament, while hostile Chinese forces threatened the Kwantung Army's strategic left flank in the event of war with the Soviets. With these considerations in mind, the army revised its operational war plans, assuming that northern China would serve as Japan's strategic rear area for operations against the USSR. In 1911 Japan's plan for general war mandated thirteen divisions to occupy southern Manchuria, capture Beijing, and subsequently occupy Zhejiang and Fujian. Limited contingency operations in northern China required two divisions to secure rail communications from Beijing to the coast. In the weeks following the 1931 Manchurian Incident, the General Staff in Tokyo drafted plans to counter a Sino-Soviet alliance, anticipating a 2 month campaign involving 15-16 divisions, with the majority engaged against the Soviet Red Army. 2 divisions were designated to secure northern China, while smaller units would monitor the Inner Mongolian front to protect Japan's western flank in Manchuria. After further refinement, the General Staff identified three contingencies for China in early 1932: maintaining the traditional mission of safeguarding Japanese interests and citizens with a standard two-division force; ensuring a secure line of communication between the Chinese capital and the sea with the China Garrison Army, which consisted of approximately 1,700 officers and men, reinforced by one division; and, in a worst-case scenario of all-out war, deploying three divisions to reinforce the Kwantung Army, along with 7 additional divisions and 3 cavalry brigades to suppress resistance in northern China and the Shandong Peninsula, while two additional divisions secured key areas in central China. Between 1932-1936, China received less attention as the General Staff focused on the Soviet military buildup in the Far East. Anxiety, stemming from the Soviet buildup in the Far East, was a pervasive concern reflected in the draft rearmament plan submitted to the throne on May 21, 1936, as part of the national budget formulation process. The army proposed countering the Soviet threat by enhancing Japanese strategic mobility in Manchukuo through the renovation and expansion of airfields, ports, roads, and rail infrastructure, and by constructing army air force arsenals, storage depots, and medical facilities. The positioning of Japanese divisions in eastern Manchuria suggested their wartime objectives, with the Kwantung Army relying on a mobile independent mixed brigade composed of armored car and mounted cavalry units stationed in Gongzhuling, central Manchuria, as its immediate response force for contingencies in northern China. Major units were not concentrated in western Manchuria, where they would be expected to deploy before any planned invasion of northern China. Nevertheless, General Staff planners remained vigilant regarding developments in China, where the resurgence of nationalism, Communist movements advancing north of the Yellow River in February 1936, and the spread of anti-Japanese sentiments across northern China raised the specter of limited military operations escalating into full-scale warfare. China's improving military capabilities would likely hinder Japanese forces from accomplishing their objectives. For example, around Shanghai, Chinese defenses were bolstered by extensive, in-depth, and permanent fortifications. In mid-September 1936, the General Staff in Tokyo issued orders to preempt significant outbreaks in northern China by repositioning a division in Manchukuo closer to the boundary. If hostilities broke out, the China Garrison Army, supported by Kwantung Army units, would launch punitive operations against Chinese forces as necessary. Higher headquarters expected local commanders to act swiftly and decisively, employing rapid maneuvers and shock tactics to address outbreaks with minimal force. Given that no alternative responses were considered, Japanese operational planning for northern China relied on an all-or-nothing approach to force deployment, even for minor incidents. Yet, the senior leadership of the army remained deeply divided over its China policy. Influenced by Ishiwara, the General Staff wanted to avoid military actions that could lead to a full-scale war with China, focusing instead on advancing the army's extensive rearmament and modernization program. In contrast, a majority of high-ranking officers in the Army Ministry and General Staff, particularly within the 2nd Operations Section and the Kwantung Army, favored forceful action against China, believing it necessary to quell rising anti-Japanese sentiments. Drawing from past experiences, these officers anticipated that the Chinese would quickly capitulate once hostilities commenced. This lack of a unified military strategy reflected broader disagreements among the army's leadership regarding operations in China. While operational planning called for the permanent occupation of large regions in northern and central China, the General Staff aimed to contain outbreaks to maintain focus on Soviet threats. There was a clear absence of long-term operational planning; instead, the army concentrated on initial battles while relegating planning for prolonged combat operations to contingent circumstances. In summary, the Japanese army preferred to avoid military force to address Chinese issues whenever feasible but was equally unwilling to concede to Chinese demands. Since 1914, Tosui Koryo or “Principles of Command” had served as the foundational doctrine for senior Japanese army commanders and staff officers engaged in combined arms warfare at the corps and army levels. The advent of new weapons, tactics, and organizational changes during World War I compelled all major military forces to reassess their existing military doctrines across strategic, operational, and tactical dimensions. In response, Japan modified the Principles of Command to blend its traditional post-Russo-Japanese War focus on the intangible factors in battle with the newest concepts of modern total war. A revision in 1918 recognized the significance of “recent great advances in materiel” for total warfare, yet it maintained that ultimate victory in battle relied on dedication, patriotism, and selfless service. In the 1920s, the General Staff's Operations Section, led by Major General Araki Sadao, who would become the leader of the Kodoha faction, had produced the most significant and impactful revision of the Principles. A staunch anti-communist and ideologue who valued the intangible elements of combat, Araki appointed Lieutenant Colonel Obata Toshishiro and Captain Suzuki Yorimichi as the principal authors of the manual's rewrite. Obata, a Soviet expert, was strongly influenced by German General Count Alfred von Schlieffen's classic theories of a “war of annihilation,” while Suzuki, the top graduate of the thirtieth Staff College class, shared Araki's focus on “spiritual” or intangible advantages in warfare. Both men were brilliant yet arrogant, working in secrecy to create a doctrine based on what Leonard Humphreys describes as “intense spiritual training” and bayonet-led assaults to counter the opponent's material superiority. The latest version of the Principles of Command preserved the operational concept of rapid Japanese mobile offensive operations, aiming to induce a decisive battle or “kaisen” early in the campaign. It reaffirmed the sokusen sokketsu or “rapid victory' principle of rapid warfare. Attaining these goals relied exclusively on offensive action, with the army expecting commanders at all levels to press forward, defeat enemy units, and capture key territories. The troops were indoctrinated with a spirit of aggression and trained to anticipate certain victory. The emphasis on offensive action was so pronounced that Araki eliminated terms like surrender, retreat, and defense from the manual, believing they negatively affected troop morale. This aggressive mindset also infused the Sento Koryo or “Principles of Operations”, first published in 1929 as a handbook for combined arms warfare tailored for division and regimental commanders. The manual emphasized hand-to-hand combat as the culminating stage of battle, a principle regarded as unchanging in Japanese military doctrine since 1910. Senior commanders were expected to demonstrate initiative in skillfully maneuvering their units to encircle the enemy, setting the stage for climactic assaults with cold steel. Infantry was deemed the primary maneuver force, supported by artillery. To complement rapid infantry advances, the army developed light and mobile artillery. Operationally, encirclement and night attacks were vital components of victory, and even outnumbered units were expected to aggressively envelop enemy flanks. In assaults against fortified positions, units would advance under the cover of darkness, avoiding enemy artillery fire and positioning themselves for dawn attacks that combined firepower with shock action to overwhelm enemy defenses. In encounters with opposing forces, commanders would maneuver to flank the enemy, surround their units, and destroy them. If forced onto the defensive, commanders were expected to seize opportunities for decisive counterattacks to regain the initiative. These high-level operational doctrines were distilled into tactical guidelines in the January 1928 edition of the Infantry Manual or “Hohei Soten”, which saw a provisional revision in May 1937 . Both editions opened with identical introductions emphasizing the necessity for a rapid victory through the overpowering and destruction of enemy forces. Infantry was identified as the primary arm in combined arms warfare, and soldiers were taught to rely on cold steel as fundamental to their attacking spirit. The 1928 Infantry Manual underscored the commander's role in instilling a faith in certain victory or “hissho shinnen”, drawing from the glorious traditions of Japanese military history. The 1928 infantry tactics employed an extended skirmish line with four paces between soldiers. Individual initiative in combat was generally discouraged, except under exceptional circumstances, as success relied on concentrating firepower and manpower on narrow frontages to overwhelm defenders. An infantry company would create a skirmish line featuring two light machine gun squads and four rifle squads, preparing for a bayonet-driven breakthrough of enemy defenses. For the final assault, the infantry company would line up along a 150-yard front, likely facing casualties of up to 50% while breaching the enemy's main defensive line. Historical analysis reveals the shortcomings of these tactics. During World War I, armies constructed extensive, multi-layered defenses, trenches, pillboxes, and strong points, each independent yet all covered by artillery. If assaulting infantry suffered heavy losses breaching the first line, how could they successfully prosecute their assault against multiple defense lines? The 1937 revision elaborated on new tactics to overcome entrenched Soviet defenses, drafted in anticipation of arms and equipment that were either in development or production but not yet available for deployment. This became official doctrine in 1940, but as early as summer 1937, units from the China Garrison Army were field-testing these new tactics. The provisional manual adopted combat team tactics, forming an umbrella-like skirmish formation. This involved a light machine gun team at the forefront with two ammunition bearers flanking it to the rear. Behind the machine gun team were riflemen arranged in a column formation, maintaining six paces between each. The light machine gun provided cover fire as the formation closed in on the enemy for hand-to-hand combat. Increased firepower expanded the assault front to 200 yards. The combination of wider dispersion and night movement aimed to reduce losses from enemy artillery fire while the infantry advanced through successive lines of resistance. Commanders at the platoon level were responsible for leading the final assault into enemy lines, with increased tactical responsibility shifting from platoon to squad leaders, allowing for greater initiative from junior officers and non-commissioned officers. This emphasis on broader dispersal and fluidity on the battlefield required frontline infantry to exhibit aggressiveness and initiative. Contrary to popular belief, the Japanese military did not solely rely on the bayonet or an offensive spirit during engagements with Chinese forces. They effectively employed superior firepower and modern equipment within their combined arms framework, using heavy weapons and artillery to soften enemy positions before launching infantry attacks. Without such firepower, unsupported infantry attacks would have struggled to achieve their objectives. In January 1937, the Imperial Japanese Army consisted of approximately 247,000 officers and men, organized in a structure comprising seventeen standing infantry divisions, four tank regiments, and fifty-four air squadrons equipped with a total of 549 aircraft. The China Garrison Army and the Taiwan Garrison Army each included two infantry regiments, while a separate independent mixed brigade was stationed in Manchuria. Two divisions were permanently based in Korea, with four more assigned on a rotating basis to the Kwantung Army in Manchukuo. The remainder of the forces were stationed in the Japanese home islands. A substantial pool of reservists and partially trained replacements was available to mobilize, enabling the expansion of peacetime units to their wartime strength as needed. Conscription provided the primary source of enlisted manpower for the army, though a handful of young men volunteered for active duty. For conscription purposes, Japan was divided into divisional areas, which were further subdivided into regimental districts responsible for conscription, mobilization, individual activations, and veteran affairs within their jurisdictions. Typically, conscripts served with the regiment associated with their region or prefecture. However, the Imperial Guards regiments in Tokyo selected conscripts from across the nation, as did the Seventh Infantry Division, which recruited from the sparsely populated Hokkaido area and from regular army units stationed in Korea, China, and Taiwan. Draftees from Okinawa Prefecture usually served with Kyushu-based regiments. All males reaching the age of 20 underwent an army-administered pre-induction physical examination conducted between December 1 and January 30 of the following year. This evaluation classified potential conscripts into three categories: A “suitable for active duty”, B1, and B2, while others were deemed unfit for the demands of military life. In 1935, 29.7% of those examined received A classifications, while 41.2% were graded as B1 or B2. Among the 742,422 individuals eligible for conscription in 1937, approximately 170,000 were drafted, amounting to 22.9% of the cohort; this figure had remained relatively consistent since the post-Russo-Japanese War years. Within the conscripted group, 153,000 men were classified as A and an additional 17,000 as B. Conscripts served for two years of active duty, with variations based on their military specialty and any prior civilian military training. After their discharge, they were subject to a lengthy reserve obligation. In total, 470,635 individuals fell into the B category, being otherwise fit for service but excess to the army's active personnel needs. These men were assigned to the First Replacement Pool, where they underwent around 120 days of basic military training, primarily focused on small arms usage and fundamental tactics. Regular officers and NCOs led the training in their respective regimental districts. Following their initial training, the army called these replacements and reservists to active duty annually for several days of refresher training. Army leaders regarded discipline as the cornerstone of military effectiveness. Basic training emphasized the necessity of unquestioning obedience to orders at all levels. Subsequent training focused on fieldcraft, such as utilizing terrain strategically to surprise or encircle the enemy. However, training exercises often lacked diversity due to the limited maneuver areas available in Japan, leading to predictable solutions to field problems. The training regimen was rigorous, merging strict formal discipline and regulated corporal punishment with harsh informal sanctions and unregulated violence from leaders to instill unwavering compliance to orders. As an undergrad taking a course specifically on the Pacific War, it was this variable my professor argued contributed the most to the atrocities performed by the Japanese during WW2. He often described it as a giant pecking order of abuse. The most senior commanders abused, often physically their subordinates, who abused theirs, going through the ranks to the common grunts who had no one else but civilians and the enemy to peck at so to speak. Of course there were a large number of other variables at play, but to understand that you outta join my Patreon Account over at the www.patreon.com/pacificwarchannel , where I made a fan favorite episode on “why the Japanese army performed so many atrocities”. In there I basically hit a big 10 reason list, well in depth, I highly recommend it! As the concept of the “Imperial Army” and the cult of the emperor gained prominence, appeals to imperial symbols and authority bolstered this unquestioning obedience to superiors, who were seen as the conduits of the emperor's will. It was during this period that the term kogun or “imperial army” gained favor over kokugun or “national army”, reflecting a deliberate effort by military authorities to forge a direct connection between the military and the imperial throne. The 1937 Japanese infantry division was structured as a square formation, with a peacetime strength established at approximately 12,000 officers and men organized into two brigades, each comprising about 4,000 personnel, formed from two infantry regiments, about 2,000 men each. The division included a field artillery regiment, an engineer regiment, and a transport battalion as organic units. Each infantry regiment was composed of three battalions, approximately 600 men each, which contained three rifle companies, 160 men each and a weapons platoon. A rifle company consisted of three rifle platoons and one light machine gun platoon. Regiments also included infantry assault gun platoons, and battalions contained a heavy machine gun company. Upon mobilization, a fourth infantry company augmented each battalion, along with reserve fillers, nearly 5,000 personnel assigned as transport and service troops, raising the authorized wartime strength of an infantry division to over 25,000 officers and men. Reforms implemented in 1922 reduced personnel numbers in favor of new and improved weapons and equipment. Among these advancements, the 75 mm Type 90 field artillery piece, which boasted increased range and accuracy, was integrated into the forces in 1930, along with the 105 mm Type 10 howitzer and 75 mm pack mountain artillery which could be disassembled for transport using pack animals. These became standard artillery components for divisions. The emphasis on light, mobile, and smaller-caliber field artillery enabled swift deployment during fast-moving engagements. By minimizing the size of the baggage train, infantry and artillery units could quickly set up off the march formation and maneuver around enemy flanks. Army leaders further streamlined road march formations by eliminating the fourth artillery battery from each regiment, thus sacrificing some firepower for enhanced speed and mobility. Heavier artillery pieces were still used in set-piece battles where mobility was less critical. In a typical 1936 division, the field artillery regiment, equipped with Type 90 field artillery or lighter Type 94 mountain artillery, had thirty-six guns. Training focused on quality rather than quantity, reflecting the conservative doctrine of “one-round-one-hit”. Live-fire training was infrequent due to the scarcity of artillery firing ranges in Japan. Ammunition stockpiles were inadequate for anticipated operational needs; government arsenals produced over 111,000 artillery shells in 1936, which was fewer than one-tenth of the quantities specified in wartime consumption tables. Similar industrial shortcomings also hampered advancements in motorization and armor. Motorization proved costly and relied on foreign supply, presenting challenges given the inferior road networks in Manchuria, northern China, and the Soviet Far East. Military estimates suggested a need for 250,000 trucks to fully motorize the army, a goal beyond the capabilities of the nascent Japanese automotive industry, which produced fewer than 1,000 cars annually until 1933. Japanese tanks, described as “handcrafted, beautifully polished, and hoarded” by Alvin Coox, suffered from shortages similar to heavy artillery and ammunition. The army prioritized light weighing ten tons or less and medium tanks sixteen tons or less due to the necessity of deploying armor overseas, size and weight were crucial for loading and unloading from transport ships. Smaller tanks were also more suitable for the terrains of northern China and Manchuria, as they could traverse unbridged rivers using pontoons or ferries. The Japanese industrial base, however, struggled to mass-produce tanks; by 1939, factories were producing an average of only twenty-eight tanks of all models per month. Consequently, in 1937, foot soldiers remained as reliant on animal transport for mobility as their ancestors had been during the Russo-Japanese War. Despite enjoying technological and material superiority over disorganized Chinese forces, these deficiencies in heavy artillery, armor, and vehicles would prove catastrophic against more formidable opponents. Another significant factor constraining Japanese industry's capacity to produce tanks, trucks, and artillery was the 1936 decision to expand the army's air wing and homeland air defense network. This policy diverted resources, capital, and technology away from the army's ground forces. The nascent Japanese Army Air Force or “JAAF” aimed to support ground operations through reconnaissance, bombing enemy bases, and achieving air superiority. However, direct support for ground operations was limited, and Japanese military planners did not anticipate that aerial bombardment could supplement or replace artillery bombardments. The expanded air arm's strategic mission centered on executing preemptive air strikes against Soviet air bases in the Far East to thwart potential air attacks on Japan. By the mid-1930s, the army had approximately 650 aircraft, roughly 450 of which were operational. The JAAF emphasized rigorous training that prioritized quality over quantity, producing only about 750 pilots annually up until December 1941. Basic flight skills were developed through this training, while specialized tactical instruction was deferred to newly established pilot units. According to logistics doctrine, Japanese maneuver units typically operated within a 120 to 180-mile radius of a railhead to facilitate resupply and reinforcement. A field train transport unit was responsible for moving supplies daily from the railhead to a division control point for distribution. The division established a field depot to manage the transfer of supplies from field transport to company and lower-echelon units. At the depot, transport troops would hand over supplies to a combat train that ferried ammunition, rations, and equipment directly to frontline units. Horse-drawn wagons and pack animals were the primary means of transportation. Each wartime division included a transport battalion, which varied in size from approximately 2,200 to 3,700 personnel, depending on the type of division supported. The division typically carried enough supplies for one day. Upon mobilization, the logistical framework was reinforced with the addition of an ordnance unit, a field hospital, a sanitation unit, and additional field and combat trains. The size of the transport regiment grew from around 1,500 officers and men with over 300 horses to nearly 3,500 troops and more than 2,600 animals. In the battalion, one company generally transported small-arms ammunition while two companies handled artillery shells and two others carried rations; this arrangement was flexible based on operational needs. Pack horses and dray horses were assigned to each company to carry or tow infantry assault artillery, mortars, artillery ammunition, and rations. Infantry soldiers carried minimal rations, approximately two and a half pounds, primarily rice, along with tinned condiments and salt. Consequently, the field train included a field kitchen stocked with fresh vegetables, rice or bread, soy sauce, and pickles. Each evening, a forward echelon train distributed supplies received from the field transport unit to the combat unit's bivouac area. When combat seemed imminent, a section of the transport battalion would move forward to deliver essential combat supplies, ordnance, equipment, medical supplies, directly to frontline units. These units would also handle resupply, medical evacuation, and repair of ordnance and equipment once fighting commenced. On the evening of September 18, 1936, the fifth anniversary of the Manchurian Incident, Chinese troops from the Twenty-Ninth Army clashed with Japanese soldiers from the Seventh Company's rear-guard medical unit at Fengtai. When a Japanese officer arrived on horseback, a Chinese soldier struck his horse, prompting the Chinese troops to retreat to their barracks. Major Ichiki Kiyonao, the battalion commander, ordered an emergency assembly, surrounded the Chinese encampment, and demanded that Chinese authorities surrender the aggressors immediately. To defuse the situation, Major General Kawabe Masakazu, the brigade commander and Ichiki's superior, instructed Regimental Commander Mutaguchi to resolve the incident swiftly. Mutaguchi negotiated an agreement that required the Chinese to apologize, punish those responsible, withdraw from the vicinity of the Japanese barracks, and maintain a distance of two miles. Although Mutaguchi and Ichiki wanted to disarm the Chinese forces, they ultimately complied with Kawabe's wishes and allowed the Chinese to retain their weapons “in the spirit of Bushido.” Later, the Chinese claimed the Japanese had refrained from disarming them due to their fear of the strength and influence of the 29th Army. This insult infuriated Mutaguchi, who vowed not to make any further concessions and promised to eliminate the anti-Japanese provocateurs decisively if another incident occurred. He warned his officers against allowing an “overly tolerant attitude toward the Chinese” to undermine the prestige of the imperial army and emphasized the need for swift, decisive action to prevent such incidents in the future. Tensions were further exacerbated by large-scale Japanese field exercises conducted from late October to early November. These maneuvers, the largest ever executed by Japanese forces in China, mobilized about 6,700 active-duty and reserve troops for a series of complex battle drills, night maneuvers, and tactical field problems. During these exercises, Japanese troops were quartered in Chinese homes. Although local residents were compensated for any damage caused, the exercises nonetheless heightened tensions between the two sides. The fallout from the Suiyuan Fiasco in December 1936, coupled with a tumultuous summer and fall, led to rising anti-Japanese sentiment and prompted Tokyo to caution the Kawabe brigade against actions that might escalate the already precarious situation. In March 1937, during the annual personnel assignments, Ishiwara was promoted to major general and appointed chief of the 1st Department Operations of the General Staff. However, Army Vice Minister Umezu, a hardliner regarding China and a rival of Ishiwara, successfully maneuvered the Hayashi cabinet into approving the command choices for army and navy ministers, overriding Ishiwara's proposals. General Sugiyama Hajime, another hawk on China, replaced the terminally ill General Nakamura Kotaro as army minister shortly after Nakamura's appointment and remained in that position until June 1938. Lieutenant General Imai Kiyoshi, army vice chief of staff and an Ishiwara supporter, was also battling a terminal illness that rendered him largely ineffective during his short five-month tenure from March to August 1937. Imai was expected to play a crucial role in high command because the army chief of staff, Prince Kan'in, had been appointed in 1931 as a figurehead due to internal factions preventing agreement on a candidate. Ishiwara further complicated his conciliatory approach by selecting Colonel Muto Akira, a known hardliner who believed force was the only means to resolve the Japan-China conflict, for the vital position of chief of Operations Section within the General Staff. From Kwantung Army headquarters, Commanding General Ueda Kenkichi and his chief of staff, Lieutenant General Tojo Hideki, advocated for a preemptive war against China to serve the Kwantung Army's interests. In contrast, the China Garrison Army, under Lieutenant General Tashiro and his chief of staff, adopted a more moderate stance, aligning with central headquarters' policy of restraint. The China Garrison Army estimated the 29th Army to consist of 15,000–16,000 troops, with its main strength centered around Peking and an additional 10,000 troops in the surrounding area. Starting in spring 1937, Japanese units began observing tactical indicators suggesting that the Chinese were preparing for war. These indicators included increased guard presence at Peking's gates in June, bolstering units near the Marco Polo Bridge to over two battalions, preparing new fighting positions, digging trenches and constructing concrete pillboxes near the Marco Polo Bridge, infiltrating agents into Japanese maneuver areas for intelligence on night tactical exercises, and heightened strictness among Chinese railroad guards evident since late June. Nevertheless, the Japanese commanders did not view China as a formidable opponent. They believed that Chinese armies would quickly disintegrate due to what they perceived as a lack of fighting spirit and ineffective leadership. By 1937, Japan's national policy was shifting away from the persistent and aggressive efforts of field armies to undermine Chinese political authority in northern China toward a more conciliatory stance. This shift resulted in increased tensions between field armies and the General Staff in Tokyo, leading to substantial fractures among senior officers regarding the “solution” to their so-called China problem. Those tensions broke the camels back that year. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The Japanese grossly underestimated their enemy and their own logistical capabilities. There was to say “too many cooks in the kitchen” of the Japanese military and competing visions ultimately were leading Japan and China into an official full blown war. Japan assumed they could bully China until it was so fragmented it would be a simple matter of grabbing the pieces it liked, that was not to be the case at all.
America Out Loud PULSE with Dr. Randall Bock – Board-certified physician Azadeh Khatibi challenged California's COVID mandates, suing against AB2098 and testifying in Congress to defend medical freedom. Disillusioned by politicized public health, state-controlled censorship, and legislative overreach, she advocates ethical integrity and patients' rights. Through her podcast “Within” and a documentary project...
America Out Loud PULSE with Dr. Randall Bock – Board-certified physician Azadeh Khatibi challenged California's COVID mandates, suing against AB2098 and testifying in Congress to defend medical freedom. Disillusioned by politicized public health, state-controlled censorship, and legislative overreach, she advocates ethical integrity and patients' rights. Through her podcast “Within” and a documentary project...
Sometimes, it feels like work wasn't designed with us, humans, in mind. Human suffering at work is becoming far too common in our tech-driven world of work. It's burning us out, disconnecting us, and draining our energy. We've lost sight of the one thing that truly powers progress: people. But there's a way to break that mean cycle. A better way to redesign work to fuel joy, not exhaustion. In this inspiring Happiness Squad Podcast episode, Ashish Kothari and Rich Sheridan, CEO and Chief Storyteller of Menlo Innovations, talk about how to radically reimagine work to end human suffering in the world of technology.Richard Sheridan is the co-founder, CEO, and "Chief Storyteller" of Menlo Innovations, a software and IT consulting firm renowned for its innovative and joyful workplace culture. Disillusioned by the chaos of the tech industry, Rich co-founded Menlo in 2001 with a mission to end human suffering in the workplace. His passion for creating joyful work environments led to his bestselling books, Joy, Inc. and Chief Joy Officer, and he has shared his insights through over 1,000 talks worldwide.It's time to redesign your tech organization into a place where people feel more alive.Things you will learn in this episode:• Pair programming as a tool for collaboration and continuous learning• Replacing fear and micromanagement with clarity and trust• How laughter, energy, and joy signal a healthy workplace• Ending tech burnout through intentional systems design• The ROI of flourishing: higher quality work, retention, and impactIf you've ever questioned whether work has to be painful to be productive, this conversation offers a hopeful, proven alternative. Tune into this epic episode now.Resources:• Menlo Innovations: http://www.menloinnovations.com/ • Menlo Innovations Case Studies: https://menloinnovations.com/stories • Richard Sheridan on X: https://x.com/menloprez • Get to know Richard Sheridan: https://richardsheridan.com/meet-rich Books:• Joy Inc.: How We Built a Workplace People Love by Richard Sheridan: https://a.co/d/6C4HJbe • Books from Richard Sheridan: https://richardsheridan.com/books• Chief Joy Officer by Richard Sheridan: https://a.co/d/7F4t8HA • Hardwired for Happiness by Ashish Kothari: https://www.amazon.com/Hardwired-Happiness-Proven-Practices-Overcome-ebook/dp/B0BCXDCLX1?ref_=ast_author_mpb
As a child Tijana Tamburic moved over from war torn Yugoslavia to London with her family. She was scouted as a model aged 15 and worked in the modelling industry for 10 years before being dropped for 'not being thin enough'. Disillusioned – she set herself a goal of starting something using her skills that were never encouraged in her time as a model and so she co-founded the All-Female Creative Agency - ‘Female Narratives'; for which she was recognised on the Forbes 30 Under 30 list. Tijana is also a TEDx Speaker, and host of podcast - The Slow Down.In this episode Tijana discusses how she has navigated the complexities of life, her inspiring journey of resilience, the challenges she faced with body image and the competitive nature of the fashion world.We explore themes of identity, success, and the importance of collaboration over competition. Tijana's insights on fulfilment, the evolution of success, and the power of storytelling will inspire anyone looking to overcome adversity and find their own path.Follow us on Instagram:@LifeLemonsPodcastWatch the full episode on YouTube. Hosted on Acast. See acast.com/privacy for more information.
Last time we spoke about the Xi'an Incident. In December 1936, tensions in China erupted as Nationalist General Chiang Kai-shek faced a revolt led by his commanders, Zhang Xueliang and Yang Hucheng. Disillusioned by Chiang's focus on battling communists instead of the Japanese invaders, the generals swiftly captured him in a coup. Confined in Xi'an, Chiang initially resisted their demands for a united front against Japan but eventually engaged in negotiation with Zhang and the Chinese Communist Party. As public sentiment shifted against him, Chiang's predicament led to urgent discussions, culminating in an unexpected alliance with the communists. This pact aimed to consolidate Chinese resistance against Japanese aggression, marking a critical turning point in the Second Sino-Japanese War. By December 26, Chiang was released, and this uneasy collaboration set the stage for a more unified front against a common enemy, though underlying tensions remained between the factions. #152 China Prepares for War Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Before we jump into the Second Sino-Japanese War of 1937-1945, which I honestly have no idea how long will take us, I thought it would be a good idea to dedicate two episodes to how both China and Japan prepared themselves for war. Going all the way back to the 1910s, Chinese intellectuals began to view an outright conflict between Japan and China was inevitable. In the discussions about China's strategic options, Jiang Fangzhen pioneered a strategy of protracted warfare, a concept that would later shape China's approach during the Sino-Japanese War. Having studied in Japan during his youth, Jiang developed a keen understanding of the Japanese government and military. As early as 1917, he predicted that China and Japan would become embroiled in a long-term conflict, with the battleground likely to be west of the Peiping–Wuhan and Guangzhou–Wuhan railways. In his work titled "Guofang Lun" or “On National Defense”, Jiang reiterated the importance of protracted warfare as a means to thwart Japan's aspirations for a swift victory. He argued that China should leverage its vast population and extensive territory to extend the conflict, gradually wearing down Japanese strength and turning the situation to its advantage. Jiang recommended that China not focus on defending its coastal regions but instead confront the enemy west of the Peking–Wuhan Railway. Chiang Kai-shek would eventually come to share Jiang's belief that “the longer the war drags on, the more advantageous it will be for China.” Despite significant public criticism, both the Nationalist government and General Zhang Xueliang, decided against military resistance when Japan invaded Manchuria in September 1931 and attacked Shanghai in 1932. Chiang was particularly hesitant to engage Japan directly, as he was also dealing with a Communist insurgency in central China. He feared that Chinese forces would suffer quick defeat, predicting that Japan would capture key coastal areas and critical infrastructure within just three days, crippling China by dismantling its military and economic lifelines. Following the invasion of North China Chiang was forced to adopt a firmer stance. The Nationalist government proposed a dual strategy of pursuing peace and security while simultaneously preparing for war. If peace proved impossible, China would mobilize its resources for ultimate victory through prolonged conflict. This approach was formalized in the National Defense Plan, which China adopted by prioritizing protracted warfare as its core strategy. After the Sino-Japanese clash in Shanghai on January 28, 1932, the Military Affairs Commission devised a plan that divided China into four defense areas along with a preparation area. While some troops were assigned local security, commanders were directed to concentrate their remaining forces for potential confrontations with Japan. That year, the Military Affairs Commission issued General Defense Guidelines that outlined two strategic responses to a potential Japanese invasion. The first, conservative approach focused on maintaining key positions and utilizing protracted warfare to impede the enemy. The second strategy advocated for decisive battles in key regions to thwart Japan's ambitions and protect China's territorial integrity, prioritizing disengagement from Japanese forces along the Yangtze River and coastline. In August 1935, German military adviser General Alexander von Falkenhausen provided recommendations to Chiang Kai-shek based on his predictions of Japanese advance routes into China. He identified three main routes: one from northern Hebei to Zhengzhou, the second from Shandong toward Xuzhou, and the third crossing the Yangtze River to Nanjing and onwards to Wuhan. He suggested treating the Yangtze River as the primary combat zone and highlighted Sichuan as a possible retreat area. Taking all of this into consideration. in 1936, a draft of a new National Defense Plan divided the country into four zones: a war zone, a defense zone, an internal security zone, and a preparation area. The war zone encompassed ten provinces and established strategies for retreating to predetermined defensive positions when necessary, with Sichuan designated as the main base for the war. In January 1937, the Chinese General Staff Department introduced its annual War Plan, outlining three possible military conflict regions between China and Japan. It proposed two main strategies: Proposal A emphasized sustained combat and retreat to fortified positions if the situation became unfavorable, aiming to eventually go on the offensive against Japan. Proposal B focused on repelling Japanese invasions along the coast and from the north, prioritizing counter offensives against Japanese units stationed near key locations. To prepare, the NRA completed several critical projects outlined in its plans, establishing military supply depots in Nanjing, Bengbu, Xinyang, Huayin, Nanchang, and Wuchang to manage logistics for supplies across various strategic railways. These depots were equipped to sustain the military, with ample ammunition and provisions, including 60 million rounds of small-arms ammunition and food for hundreds of thousands. Despite these preparations, not all projects were completed by the time war broke out in July 1937. In contrast to the Japanese military's tactics, Chinese forces prioritized defensive strategies. For example, at the Mount Lushan Military Officer Training Camp in July 1934, Chiang Kai-shek outlined four possible approaches against Japan, favoring a defense-as-offense strategy. Other options included building fortifications, tenaciously defending key positions, and employing guerrilla warfare through irregular forces to constrain enemy advances. Chiang stressed the importance of national mobilization for the war effort. There was a significant disparity in equipment between the Japanese and Chinese armies. To give you an idea, each Japanese division included a mechanized group featuring thirty-nine light military vehicles and 21 light armored cars, supplemented by 6,000–7,000 horses, 200–300 automobiles, and specialized troops such as poison gas teams. In contrast, Nationalist divisions lacked any of these capabilities, a typical nationalist division theoretically had an armored regiment, but this unit was equipped with fewer than 72 armored vehicles. Another major weakness of the Nationalist forces was their insufficient artillery. In 1936, a division was officially assigned one artillery battalion, which was divided into three batteries totaling twelve guns. It also included a mechanized cannon company with four direct-fire weapons. By comparison, a Japanese division boasted four infantry regiments and one mountain artillery or field artillery regiment, with each artillery regiment comprising three field artillery battalions and one howitzer battalion. The infantry regiment itself included a mountain artillery section with four mountain guns, while the infantry battalion had one Type 70 mountain gun section with two guns. In total, a Japanese division possessed sixty-four artillery pieces of various calibers, four times the number of a Chinese division and of significantly higher quality. In reality, in 1936, twelve of the twenty elite Chinese “reformed divisions” still lacked artillery battalions. The ordnance available in the “reformed divisions” mostly consisted of the outdated Type 60 mountain gun. Nationwide, very few of the 200 divisions were equipped with any artillery, and those that did often used obsolete field artillery pieces or mountain artillery provided to local forces. Some units even relied on trench mortars as a makeshift solution. The artillery weapons came from various countries, but they frequently lacked necessary observation and signal components, and were often low on ammunition. The majority of mountain guns and field artillery were of the Type 75, which, while capable of providing fire support, had limited range and inflicted minimal damage. To give you an idea of the striking inadequacy of the Chinese artillery, during the Shanghai fighting in 1937, the mountain artillery of the Guangxi 21st Army Group could only reach targets within 1,200 yards, while Japanese field artillery had an effective range of 8,000 yards. Chinese-made mountain artillery suffered due to inferior steel-making technology; the gun shields were constructed from low-quality steel, and the barrels often overheated after firing just a few rounds, increasing the risk of explosions. Additionally, the equipment of local forces varied greatly in quality. In fact, some local units had superior equipment compared to Nationalist units. For example, before the Sino-Japanese War, troops from Yunnan were equipped with French antitank guns and heavy machine guns, which were better than the German water-cooled machine guns used by the Nationalist forces. However, the majority of local troops relied on inferior equipment; the 122nd Division under Wang Mingzhang from Sichuan, noted for its brave defense of Tengxian County during the Xuzhou Battle, was armed with locally produced light and heavy machine guns that frequently malfunctioned, and their Type 79 rifles, also made in Sichuan, were often outdated, with some dating back to the Qing Dynasty. These weapons had limited range and sometimes malfunctioned after fewer than one hundred rounds. Now before the war, both Nationalist and local forces acquired weaponry from diverse foreign and domestic sources. Even domestically produced weapons lacked standardization, with those made in Hanyang and Manchuria differing in design and specifications. Arms manufactured in Germany, France, Russia, Japan, and Italy were similarly inconsistent. Consequently, even within a single unit, the lack of uniformity created significant logistical challenges, undermining combat effectiveness, particularly in the early stages of the war. Despite Nationalist ordnance factories producing over three million rounds of small-arms ammunition daily, the incompatibility of ammunition and weapons diminished the usable quantity of ammunition. Chinese communications infrastructure was inadequate. In the Nationalist army, signal units were integrated into engineering units, leading to low-quality radio communications. In emergencies, telegrams could remain undelivered for days, and orders often had to be dispatched via postal services. By 1937, the entire country boasted only 3,000 military vehicles, necessitating heavy reliance on horses and mules for transport. To effectively equip twenty Nationalist divisions, 10,647 horses and 20,688 mules were needed, but by the end of 1935, only 6,206 horses and 4,351 mules were available. A statistic from 1936 indicated a 5 percent mortality rate among military horses, with some units experiencing a rate as high as 10 percent. The distribution of weaponry led to disputes during army reorganization efforts following the Northern Expedition. Although Chiang Kai-shek's forces were part of the regular army, the quality of their equipment varied significantly. Domestic production of weapons was limited, and imports could not close the gap. Priority was given to small arms; through army reorganization, Chiang aimed to diminish the influence of forces less loyal to him. Nationalist army staff officers observed that troops loyal to Chiang received the best weapons. Northwest and Northeast forces, having cultivated good relations with the KMT, were similarly better equipped, while Shanxi troops received inferior supplies. Troops associated with the Guangxi Clique were given even poorer quality weapons due to their leaders' stronger political ambitions. Troops regarded as “bandit forces,” such as those led by Shi Yousan, Li Hongchang, and Sun Dianying, were naturally assigned the least effective weaponry. This unequal distribution of arms increased some local forces' inclination to align with the KMT while alienating others, which inadvertently led to additional turmoil in the aftermath of the Northern Expedition. Logistical accounting within the Nationalist military was severely lacking. Military expenditures accounted for a significant portion of government spending, roughly 65.48 % in 1937, with personnel costs being the largest component. However, military units prioritized boosting their own resources over accurate accounting. Surpluses were not returned but rather utilized to reward military officers and soldiers for merits in battle, care for the wounded, or to create a reserve. Conversely, if deficits arose, troops would resort to “living off vacancies,” a practice in which they would fail to report desertions promptly and would falsely claim new soldiers had arrived. Military leaders typically appointed their most trusted subordinates to serve as accountants and logistic officers. As the war commenced, these issues became readily apparent. During the Battle of Shanghai in 1937, frontline soldiers sometimes went days without food and went months without pay. Wounded soldiers and civilians had to search tirelessly for medical treatment, and when main forces relocated, they often abandoned grain, ammunition, weapons, and petroleum along the way. General Chen Cheng, the commander in chief during the Battle of Shanghai, noted, “This phenomenon clearly revealed our inability to supply frontline troops, indicating that China remains a backward country with poor management.” Many logistical shortcomings severely impacted troop morale and combat effectiveness. In a 1933 speech, Chiang Kai-shek acknowledged that poor food, inadequate clothing, and ineffective logistics contributed to widespread desertion. Soldiers were further demoralized by reduced or embezzled salaries. A lack of professional medical staff and equipment hampered healthcare efforts, leading to high disease and mortality rates. According to official statistics from 1936, approximately 10 percent of soldiers fell ill annually, with a mortality rate as high as 5 percent. Japanese military authorities reported that one in three wounded Japanese soldiers died, while a Dutch military officer present during the early stages of the Sino-Japanese War observed that one in every two wounded Nationalist soldiers perished. Due to inadequate equipment and limited transport options, Nationalist forces were compelled to recruit farmers and rent vehicles, as they lacked essential facilities such as tents. This reliance on local resources inevitably led to frequent conflicts between military personnel and civilians. China is clearly a vast nation with an extensive coastline, requiring the construction of several significant fortresses during the modern era. These included Wusong, Jiangyin, Zhenjiang, Jiangning, and Wuhan along the Yangtze River, as well as Zhenhai, Humen, and Changzhou along the seacoast. Except for the Wuhan fortress, built in 1929-1930, all other fortifications were established during the late Qing Dynasty and featured uncovered cannon batteries. These fortresses suffered from inadequate maintenance, and many of their components had become outdated and irreplaceable, rendering them militarily negligible. Following the January 1932 Shanghai Incident, the Japanese military destroyed the Wusong forts, leaving the entrance to the Yangtze River completely unfortified. Consequently, there were no defenses along the coastline from Jiangsu to Shandong, allowing the Japanese to land freely. In December 1932, the Military Affairs Commission established a fortress group tasked with constructing fortresses and defensive installations, seeking assistance from German military advisers. After the North China Incident in 1935, the Nationalist government accelerated the construction of defensive structures in line with national war planning, focusing particularly on Nanjing. The Nationalists prioritized building fortifications along the seacoast and the Yellow River, followed by key regions north of the Yellow River. The government also ordered a significant quantity of heavy artillery from Germany. This included several dozen pieces of flat-fire antiaircraft and dual-purpose heavy artillery, which were installed at fortifications in Jiangyin, Zhenjiang, Nanjing, and Wuhan. By the summer of 1937, the construction of nine fortified positions was complete: Nanjing, Zhenjiang, Jiangyin, Ningbo, Humen, Mawei, Xiamen , Nantong, and Lianyungang. In total, China had established 41 forts and equipped them with 273 fortress cannons. Some defensive installations were poorly managed, with many units assigned to their perimeters lacking training and access to proper maps. The barbette positions in the fortresses were not well concealed and could hardly store sufficient ammunition. Troops stationed at these fortresses received little training. Despite these shortcomings, the fortresses and fortifications were not entirely ineffective. They bolstered Chinese positions along the defense line stretching from Cangxian County to Baoding and from Dexian County to Shijiazhuang, as well as in southern Shandong. Before the war, China's political and economic center was situated along the seacoast and the Yangtze River. As Japanese influence expanded, the Nationalist government was compelled to establish bases in China's inner regions, very similar to how the USSR pulled back its industry further west after Operation barbarossa.The Japanese attack on Shanghai in 1932 prompted the Nationalists to relocate their capital to Luoyang. On March 5, during the Second Plenary Session of the KMT's Fourth Congress, the Western Capital Preparation Committee was formed to plan for the potential relocation of all governmental bodies to Xi'an in the event of full-scale war. In February 1933, the Central Political Conference approved the Northwest Development Bill, and in February 1934, the National Economic Commission set up a northwestern branch to oversee development projects in the region. On October 18, 1934, Chiang Kai-shek traveled to Lanzhou, recording in his diary that “Northwest China has abundant resources. Japan and Russia are poised to bully us. Yet, if we strengthen ourselves and develop northwest China to the fullest extent, we can turn it into a base for China's revival.” Interestingly, it was Sichuan, rather than the northwest, that became China's rear base during the 2nd Sino-Japanese War. In October 1934, the Communist army evacuated its Soviet base in southern China, initiating the Long March that would ultimately end in the northwest. By this time, Chiang Kai-shek had decided to designate Sichuan as the last stronghold for China. In January 1935, the Nanchang Field Headquarters of the Military Affairs Commission, responsible for combatting the Communists and serving as the supreme military and political authority over most provinces along the Yangtze River and central China, dispatched a special advisory group to Chongqing. Following this, the Nationalist army advanced into Sichuan. On February 10, the Nationalists appointed a new provincial government in Sichuan, effectively ending the province's long-standing regionalism. On March 2, Chiang traveled to Chongqing, where he delivered a speech underscoring that “Sichuan should serve as the base for China's revival.” He stated that he was in Sichuan to oversee efforts against the Communist army and to unify the provincial administration. After the Xinhai revolution, the Republic of China was still suing the Qing Dynasty's conscription system. However, once in power, the Nationalist government sought to establish a national military service program. In 1933, it enacted a military service law, which began implementation in 1936. This law categorized military service into two branches: service in the Nationalist army and in territorial citizen army units. Men aged eighteen to forty-five were expected to serve in the territorial units if they did not enlist in the Nationalist army. The territorial service was structured into three phases: active service lasting two to three years, first reserves for six years, and second reserves until the age of forty-five. The Ministry of Military Affairs divided China into sixty divisional conscription headquarters, initially establishing these headquarters in the six provinces of Jiangsu, Zhejiang, Anhui, Jiangxi, Henan, and Hubei. By December 1936, approximately 50,000 new soldiers had been drafted. The military service law disproportionately favored the middle and upper classes. Government personnel were exempt from enlistment, allowing privileged families to register their children with government agencies. Similarly, students in middle and higher education were excused from service, while youth from poorer backgrounds often felt compelled to enlist due to financial constraints that limited their educational opportunities. Village and town leaders were responsible for executing the recruitment process and frequently conspired with army recruiters. Recruitment principles often favored wealthier families, with guidelines stating that one son should be drafted for every three sons, two for five sons, but no drafts if there was only one son. Wealthy families could secure exemptions for all their male children, while poor families might see their only son conscripted if they were unable to provide the requisite bribe. Town and village heads wielded significant power in recruitment. This new recruitment system also created numerous money-making opportunities. Military personnel assigned to escort draftees to their units would often allow draftees to escape for a fee. Additionally, draftees could monetize their service by agreeing to serve as substitutes for others. For some, being drafted became an occupation. For example, in 1936, 600 individuals were drafted in the Wuhu area of Anhui province, and accounts from regional administrators indicated that every draftee had either been traded, replaced, or seized. Beginning in 1929, the Nationalist government also instituted military training for high school students and older individuals. Students were required to participate in one theoretical class and one practical class each week, totaling three hours. Starting in 1934, students had to complete a three-month military training program before graduating. Graduates of military academies were employed as military instructors. By the end of 1936, over 237,000 high school students had undergone military training. This student military training was overseen by the Society for the Implementation of the Three People's Principles of Sun Yat-sen, which also provided political education and sometimes gathered information on students' political beliefs. Although the Nationalists made significant efforts to improve the military training of both officers and troops, they inherited deep-seated challenges that they were unable to completely overcome. A lack of facilities, outdated training manuals, low regard for military instructors, and the ongoing influence of regionalism and warlordism hindered progress. The Japanese would also later exploit these shortcomings of the Nationalist army. The Central Military Academy, which evolved from the Whampoa Military Academy established in 1923 in Guangzhou to train officers for the Northern Expedition, became the primary training institution for junior military officers. The academy offered a basic course, lasting eighteen months, which included general education, specialized training in various subjects, and field practice. This was followed by a two-year cadet training program focused on developing the skills necessary for junior military officers. Seventeen classes were admitted before the outbreak of war. Admission to the academy was highly competitive, with military officers receiving attractive salaries. For instance, in 1935, the academy received 10,000 applications for the twelfth class, but only 7% were accepted. Upon graduation, cadets were typically assigned to divisions within the Nationalist army loyal to Chiang Kai-shek. Their training, influenced by German advisors, resulted in a high-quality cadre. In modern China, most sergeants were veterans. While some units provided training for sergeants, a lack of formal education led to their diminished status. Truly qualified sergeants were rare. During his tenure as Minister of Military Training, General Bai Chongxi proposed establishing a sergeant school and creating a professional noncommissioned officer system; however, the Ministry of Military Affairs opposed this on financial grounds. While commanding officers enjoyed rapid promotions, military instructors did not. Furthermore, there was no system for transferring instructors to field commands or assigning commanders to military academies for extended periods. Despite minor updates to cover modern warfare concepts such as tank warfare and machine guns, Qing Dynasty military manuals were still in use at the Central Military Academy at the start of the war. Yeah, 1937 they were still rocking the old Qing books. Following the establishment of the Ministry of Military Training, a bureau for military translation was set up to evaluate existing course materials and translate military manuals, but its contributions were limited. Another significant shortcoming of military instruction focused on theory at the expense of practical application. To enhance the quality of military officers, the Nationalist army instituted specialized schools for artillery, infantry, transport, engineering, and signals starting in 1931. These institutions were considered to have high-quality administrators and facilities. The Nationalists adopted German military training models, replacing the previously used Japanese models. They appointed German advisors to oversee instructor training at military academies and established three instructional divisions. By the onset of the Sino-Japanese War, 15,000 students had graduated from programs with a German military influence, resulting in the creation of about fifty combat divisions from these instructional units. However, the progress of other Nationalist army units was limited because their training was not aligned with contemporary battlefield realities. Before World War I, troops operated in close formations due to limited firepower. The widespread introduction of machine guns after World War I necessitated a shift to dispersed formations. Although a new drill manual issued by the Ministry of Military Training in 1935 introduced small-group tactics, few units adopted these methods. General Chen Cheng highlighted another underlying issue in 1938, commenting on the outmoded focus on parade ground drills and formal military manners. He noted, “We have paid too much attention to stereotypical formality and procedures of no practical use. Sometimes, even though soldiers could not get a haircut or take a bath for several months, their camps had to be in order. They underwent intensive training in close-order drill but learned little about gun handling, marksmanship, or maneuvering. This was inappropriate in peacetime, yet we continued this practice even after the Sino-Japanese War started, even using it on highly educated youth.” In contrast, the Communist army simplified training, emphasizing two essential skills: live-fire exercises and physical endurance, which significantly enhanced troop effectiveness in the challenging terrain characteristic of the Sino-Japanese War. Ultimately, the Nationalist army's training did not reach all soldiers. Only about half of all combat soldiers received adequate training, while the rest were neglected. According to statistics from the time, there were approximately five million military personnel during the Sino-Japanese War, with three million serving in logistics. Most of these logistics personnel had received little training, leading to disastrous consequences for overall combat effectiveness. As warfare has become more complex, the role of highly trained staff officers has become increasingly important. Napoleon developed operational plans close to the front and communicated orders via courier. During World War I, military commanders collected information at their headquarters and utilized telephones and automobiles to relay orders to the front lines. In World War II, with the battlefield expanding to include land, sea, and air, senior commanders often made decisions from headquarters far from the action, relying on a significant number of staff officers with specialized skills to keep them informed. In China, however, the staff officer system was underdeveloped. By 1937, only about 2,000 commanders and staff officers had received training. Prior to the Sino-Japanese War, most commanders managed staff work themselves, with staff officers serving primarily as military secretaries who drafted orders, reports, and maps. Many staff officers had no formal military training, and as a whole, the branch lacked respect, causing the most talented officers to avoid serving in it. The situation was even more dire for staff officer departments within local forces. For example, in March 1937, Liu Ziqing, a graduate of the Whampoa Military Academy, was appointed as the director of political instruction in the Forty-fourth Army, a unit under Sichuan warlord Liu Xiang. Liu Ziqing's account illustrates the dysfunction within the ranks: “The commander in chief was not supposed to manage the army and even did not know its whereabouts... But he could appoint relatives and former subordinates—who were officials and businessmen as well—to the army. Each month they would receive a small stipend. At headquarters, there was a long table and two rows of chairs. Around ten o'clock in the morning, senior officers signed in to indicate their presence. Those with other business would leave, while the remaining officers sat down to leisurely discuss star actresses, fortune-telling, business projects, mah-jongg, and opium. Occasionally they would touch on national affairs, chat about news articles, or share local gossip. In the afternoons, they primarily played mah-jongg, held banquets, and visited madams. Most mornings, the commander usually presided over these activities, and at first, I reported for duty as well. But I soon realized it was a waste of time and came very rarely. At headquarters, most staff members wore long gowns or Western-style suits, while military uniforms were a rare sight.” Most senior military personnel were trained at the Baoding Military Academy during the early republic. 2/3rds of commanders in chief, 37 %of army commanders, and 20 % of division commanders were Baoding graduates. Higher-ranking officers were more likely to have launched their careers there. In contrast, only 10 % of division commanders and a few army commanders were graduates of the Whampoa Military Academy. Additionally, commanders trained in local military schools and those with combat experience accounted for 1/3rd of all commanders. While the prevalence of civil war provided opportunities for rapid promotion, it also hindered officers' ability to update their training or gain experience in different military branches. German advisors expressed their concerns to Chiang Kai-shek, emphasizing that officers should first serve in junior roles before taking command. During one battle in 1938, Chiang noted, “Our commanders in chief are equivalent only to our enemy's regiment commanders, and our army and division commanders are only as competent as our enemy's battalion and company commanders.” Despite not viewing high-ranking Japanese officers as great strategists, Nationalist officers respected them as highly competent, diligent, and professional commanders who rarely made critical errors. The infantry was the primary component of the Nationalist army, with middle and junior infantry officers constituting over 80 %of all army officers. A 1936 registry of military officers listed 1,105 colonels and 2,159 lieutenant colonels within the infantry, demonstrating a significant outnumbering of Baoding graduates at ranks below lieutenant colonel. However, the quality of middle and junior infantry officers declined during the Sino-Japanese War; by 1944, only 27.3 % of these officers were from formal military academies, while those promoted from the ranks increased to 28.1 %. In 1937, 80 % of officers in an ordinary infantry battalion were military academy graduates, but this percentage dropped to 20 % during the war. Its hard to tell how educated soldiers were before the war, but it is generally believed that most were illiterate. In 1929, sociologist Tao Menghe surveyed 946 soldiers from a Shanxi garrison brigade and found that only 13 percent could compose a letter independently, while the rest had either never learned to read or were unable to write. In contrast, in August 1938, General Feng Yuxiang found that 80 percent of a regiment in Hunan were literate. Regardless, during the Sino-Japanese War, the quality of recruits steadily declined. More than 90 percent of soldiers were illiterate, and few possessed any basic scientific knowledge, which hindered their ability to master their weapons. On the battlefield, they heavily relied on middle and junior officers for guidance. In autumn 1933, General Hans von Seeckt, the architect of the post World War I German army, visited China at the personal invitation of Chiang Kai-shek. In his recommendations for military reform, he identified China's greatest problem as its excessively large forces drawn from diverse backgrounds. He stated, “At present, the most pressing goal is to... establish a small, well-equipped army with high morale and combat effectiveness to replace the numerous poorly armed and trained forces.” He suggested forming an army of sixty divisions and recommended the establishment of a training regiment for military officers to equip them with the skills needed for modern warfare. Chiang Kai-shek accepted von Seeckt's proposals, and on January 26, 1935, he convened a National Military Reorganization Conference in Nanjing. On March 1, the Army Reorganization Bureau was established in Wuchang, under the leadership of General Chen Cheng. In the same month, General Alexander von Falkenhausen took charge of the German Military Advisors Group. Before war broke out, around nineteen divisions, roughly 300,000 troops received training from German advisors and were equipped with German-style weapons. At the onset of the Sino-Japanese War, the forces stemming from the First Army of the National Revolutionary Army and the Whampoa cadets, who had fought in the Northern Expedition, held the highest reputation and were referred to as the “core central forces” by the Japanese. Other notable forces included the Guangxi Army, Northwestern Army, Northeastern Army, some Uyghur units, the Guangdong Army, and the Shanxi Army. In contrast, provincial forces such as the Yunnan Army and Sichuan Army were viewed less favorably. Nationalist forces were generally far inferior to those of the Japanese enemy. In 1937, General He Yingqin noted that Nationalist forces had failed to prevail in 1932 and 1933, even when outnumbering the Japanese by 4-1. In November 1937, during a national defense conference, Chiang Kai-shek stated, "In recent years we have worked hard, prepared actively, and achieved national unification. By the time of the Marco Polo Bridge Incident, we were in a better domestic situation and had improved military preparedness compared to before. Since 1935, our strength has doubled. It increased by more than two to three times since January 1932 or September 1931 [when Japan attacked Shanghai and Mukden]. If peace had been achievable, we should have delayed the war for two or three years. Given an additional three years, our defensive capabilities would have been drastically different... Now, if we merely compare the military strength of China and Japan, we are certainly inferior." However, such assessments were overly optimistic, as Chiang failed to recognize that Japan's military capabilities would not have stagnated. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Generalissimo Chiang Kai-Shek certainly was dealt a difficult hand of cards for the upcoming poker match he was to play. Yet the Chinese were resilient and they had to be for the absolute horror that would be inflicted upon them from 1937-1945. Until this point, their enemies had been far more lenient, the Empire of Japan would show no mercy.
When the kingdom grows dark with idolatry and wicked leadership, God sends in His crack team—prophets. And with Ahab, the worst king so far, God sends Elijah to confront the spiritual decay.In one of the Bible's most dramatic moments, Elijah goes head-to-head with hundreds of prophets of Baal and Asherah on Mount Carmel. It's not even a contest. While the false prophets cry out in vain, Elijah's God—the one true God—answers with fire from heaven and ends a long drought. It's a clear display of who really holds power.But shockingly, even after all that, nothing changes. Ahab returns to Baal. There's no repentance. The kingdom continues its downward spiral.Disillusioned and afraid, Elijah runs. He hides in the wilderness and asks God: What was the point? God responds—not with rebuke, but with purpose. Elijah is told to return and anoint those whom God has chosen. His mission isn't over.Through it all, we see God's design:A call to repentance – We cannot live with divided hearts. Idols must go. We must cling to Jesus alone.A call to obedience – Faith isn't just believing; it's doing. It's action born from trust in God.
Si la guerre à Gaza a montré combien le vernis de la civilisation était fin, certains tentent de montrer que l'inverse est aussi vrai. Le cycle de la haine peut être renversé, et c'est ce que donne à entendre le podcast israélien Disillusioned qui donne la parole à d'anciens colons ou soldats sortis de la spirale de la violence. Parfois, il suffit d'une seule rencontre pour que tout bascule. Amira Souilem a rencontré Yahav Erez, la fondatrice de ce podcast à Tel Aviv. Après avoir été une fervente partisane de la politique israélienne, elle œuvre désormais pour une ONG de défense des droits de l'homme et espère que ses compatriotes seront plus nombreux à ouvrir les yeux sur ce que vivent les Palestiniens. De notre correspondante à Tel Aviv,Ils se surnomment « les désillusionnés ». Ce sont les désabusés du rêve israélien. « Je m'appelle Yahav. Je suis née et j'ai été élevée en tant qu'Israélienne et sioniste. Depuis quelques années, je me pose des questions sur le récit que l'on m'a fait de cette terre et de ceux qui la peuplent. »Au micro de Yahav Erez, 34 ans, d'anciens soldats et d'anciens colons s'expriment. « Je ne voyais pas les Palestiniens comme des individus. Même les bébés. Certains Israéliens comme moi étaient extrêmes et pouvaient même se réjouir du meurtre d'un bébé », confie l'un. « On pensait que les Palestiniens voulaient nous tuer parce qu'ils sont antisémites et qu'il fallait donc bâtir un mur de fer pour se protéger », lâche un autre.Le point commun entre tous les invités : un rejet désormais catégorique de la violence. Loin de la clinquante promenade de Tel Aviv, Yahav Erez, fondatrice du podcast Disillusioned, donne rendez-vous dans un quartier habité par la classe moyenne israélienne.« J'ai découvert l'occupation à 30 ans »« Je me suis rendue compte de ce que signifiait l'occupation à 30 ans, quand j'ai commencé à aller en Cisjordanie pour la première fois et à voir la situation de mes propres yeux. Non pas en tant que soldat ou colon, comme c'est le cas pour la plupart des Israéliens, mais en tant qu'invitée chez des Palestiniens. Comprendre à quoi ressemble leur vie depuis leur point de vue est vraiment très choquant. Tout ce système qui vise à oppresser les Palestiniens est fait en notre nom, pour nous protéger soi-disant, et cela m'a rendue furieuse », explique-t-elle.Yahav Erez va jusqu'à parler d'endoctrinement de la société israélienne. Une emprise mentale renforcée, selon elle, par le service militaire : « Un officier militaire qui combattait à Gaza m'a écrit par exemple pour me dire qu'il avait écouté tous les podcasts et qu'il était confus désormais, qu'il ne savait plus quoi faire. On a commencé à correspondre, et quelques mois après – je ne veux pas dire que je suis la seule impliquée dans cette décision –, il a décidé de ne plus servir. Je fais ce podcast pour que ces gens-là ne se sentent pas seuls, mais ça va même plus loin que cela. Je le fais pour qu'ils n'aient pas l'impression d'être fous, parce que les Israéliens qui s'érigent contre le génocide à Gaza, leur entourage va leur dire qu'ils sont fous de penser cela. Peut-être que ce podcast sera écouté par des jeunes de 17 ans sur le point de rejoindre l'armée et qu'il les empêchera de commettre des crimes. »L'interview s'arrête là. Yahav Erez doit partir. Ce soir-là, elle se rend à une manifestation pour les enfants de Gaza.À lire aussiIsraël: les manifestants augmentent la pression sur Benyamin Netanyahu pour la fin de la guerre
Si la guerre à Gaza a montré combien le vernis de la civilisation était fin, certains tentent de montrer que l'inverse est aussi vrai. Le cycle de la haine peut être renversé, et c'est ce que donne à entendre le podcast israélien Disillusioned qui donne la parole à d'anciens colons ou soldats sortis de la spirale de la violence. Parfois, il suffit d'une seule rencontre pour que tout bascule. Amira Souilem a rencontré Yahav Erez, la fondatrice de ce podcast à Tel Aviv. Après avoir été une fervente partisane de la politique israélienne, elle œuvre désormais pour une ONG de défense des droits de l'homme et espère que ses compatriotes seront plus nombreux à ouvrir les yeux sur ce que vivent les Palestiniens. De notre correspondante à Tel Aviv,Ils se surnomment « les désillusionnés ». Ce sont les désabusés du rêve israélien. « Je m'appelle Yahav. Je suis née et j'ai été élevée en tant qu'Israélienne et sioniste. Depuis quelques années, je me pose des questions sur le récit que l'on m'a fait de cette terre et de ceux qui la peuplent. »Au micro de Yahav Erez, 34 ans, d'anciens soldats et d'anciens colons s'expriment. « Je ne voyais pas les Palestiniens comme des individus. Même les bébés. Certains Israéliens comme moi étaient extrêmes et pouvaient même se réjouir du meurtre d'un bébé », confie l'un. « On pensait que les Palestiniens voulaient nous tuer parce qu'ils sont antisémites et qu'il fallait donc bâtir un mur de fer pour se protéger », lâche un autre.Le point commun entre tous les invités : un rejet désormais catégorique de la violence. Loin de la clinquante promenade de Tel Aviv, Yahav Erez, fondatrice du podcast Disillusioned, donne rendez-vous dans un quartier habité par la classe moyenne israélienne.« J'ai découvert l'occupation à 30 ans »« Je me suis rendue compte de ce que signifiait l'occupation à 30 ans, quand j'ai commencé à aller en Cisjordanie pour la première fois et à voir la situation de mes propres yeux. Non pas en tant que soldat ou colon, comme c'est le cas pour la plupart des Israéliens, mais en tant qu'invitée chez des Palestiniens. Comprendre à quoi ressemble leur vie depuis leur point de vue est vraiment très choquant. Tout ce système qui vise à oppresser les Palestiniens est fait en notre nom, pour nous protéger soi-disant, et cela m'a rendue furieuse », explique-t-elle.Yahav Erez va jusqu'à parler d'endoctrinement de la société israélienne. Une emprise mentale renforcée, selon elle, par le service militaire : « Un officier militaire qui combattait à Gaza m'a écrit par exemple pour me dire qu'il avait écouté tous les podcasts et qu'il était confus désormais, qu'il ne savait plus quoi faire. On a commencé à correspondre, et quelques mois après – je ne veux pas dire que je suis la seule impliquée dans cette décision –, il a décidé de ne plus servir. Je fais ce podcast pour que ces gens-là ne se sentent pas seuls, mais ça va même plus loin que cela. Je le fais pour qu'ils n'aient pas l'impression d'être fous, parce que les Israéliens qui s'érigent contre le génocide à Gaza, leur entourage va leur dire qu'ils sont fous de penser cela. Peut-être que ce podcast sera écouté par des jeunes de 17 ans sur le point de rejoindre l'armée et qu'il les empêchera de commettre des crimes. »L'interview s'arrête là. Yahav Erez doit partir. Ce soir-là, elle se rend à une manifestation pour les enfants de Gaza.À lire aussiIsraël: les manifestants augmentent la pression sur Benyamin Netanyahu pour la fin de la guerre
This episode dives into the feeling of disillusionment in long-term relationships—when the connection, ease, or intimacy from the early days starts to fade and partners question what changed. The hosts unpack how this shift is often tied to attachment dynamics, life stressors, and the transition from novelty to responsibility in relationships. Instead of jumping to blame, the episode encourages listeners to get curious, explore the root causes of change, and decide whether to grow through it or lovingly let go. We cover topics such as: Feeling let down in a relationship is normal Life stress makes connection harder Attraction isn't just about looks Early relationships feel easier because there's less pressure And More! Give Me Discounts! Skylight - Visit skylightcal.com/IDO for $30 off your 15 inch calendar. Prolon - Visit ProlonLife.com/IDO to claim your 15% discount and your bonus gift. PXG - Visit PXGApparel.com/IDO or use promo code: PODAPP-IDO to save 10% off your Spring/Summer 2025 Collection order. Amazfit - Visit www.amazfit.com/IDO to get 10% off Spark My Relationship Course: Get $100 off our online course. Visit SparkMyRelationship.com/Unlock for our special offer just for our I Do Podcast listeners! If you love this episode (and our podcast!), would you mind giving us a review in iTunes? It would mean the world to us and we promise it only takes a minute. Many thanks in advance! – Colter, Cayla, & Lauren Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode I am joined by Professor Mara Einstein, digital marketing critic; author and public speaker on cult brands and influencer scams; and tenured professor of media studies at Queens College (CUNY). Mara discusses her latest book “Hoodwinked: How Marketers Use the Same Tactics as Cults”, warns about manipulative marketing techniques used in media and religions, details the 9 steps of cult recruitment, and shares case studies of religious marketing models. Mara recalls her own life journey from an early interest in religions and cults, her path through academia studying religion and marketing, and her own discipleship under and subsequent disillusionment with spiritual teacher and political activist Marianne Williamson. Mara also considers religion as a product, analyses stealth Buddhism and prosperity gospel preachers, and offers her own thoughts on how religious groups can market themselves more ethically. … Video version: https://www.guruviking.com/podcast/ep306-marketing-tactics-of-religions-cults-prof-mara-einstein Also available on Youtube, iTunes, & Spotify – search ‘Guru Viking Podcast'. … Topics include: 00:00 - Intro 01:08 - Hoodwinked, 01:21 - Religion as a product 02:17 - Early interest in religion and cults 03:36 - PhD about religion and policy 05:35 - Televangelists and the Passion of the Christ 06:52 - The Purpose Driven Church marketing 07:34 - The secularisation theory and why the US bucks the trend 08:13 - Joel Osteen vs Oprah Winfrey 09:34 - Why do secular organisations use religious themes? 11:41 - Cults and Multi-level marketing 13:14 - Brand cults such as Apple 14:46 - Marketing Hoodwinked 1536 - Social media vs television advertising 16:37 - Rage farming, increased anxiety, and becoming susceptible to messaging 20:20 - Brand purchases as expressions of individual identity 21:42 - Selling the sacred, how religion and marketing intersects 25:03 - Mara's own religious journey through Judaism and the New Age 26:31 - Becoming a follower of Marianne Williamson 27:01 - Disillusioned by religion 27:13 - Studying evangelicals 27:58 - Interviewing Ralph White 28:29 - Mara analyses her own journey to becoming a follower of Marianne Williamson 32:00 - World Nutella Day 34:18 - Going deeper with Marianne Williamson 36:10 - 9 steps of cult recruitment 36:47 - Targeting the vulnerable 40:26 - Upselling and the Kabbalah Centre 42:02 - Love-bombing 43:14 - Tough love 44:34 - Creation of in and out groups 46:30 - Severe repercussions for leaving 47:22 - American Evangelism 49:33 - How should religions market themselves with integrity? 49:52 - “He Gets Us” and the Alpha Course 52:07 -2 year mission trips don't work 52:41 - The best marketing is to live the message 54:49 - Shady marketing tactics to avoid 56:22 - Beware of panacea answers 57:02 - Beware the charismatic leader 57:56 - How would Mara advice a religious group to use marketing ethically? 59:33 - Know your target audience 01:01:13 - The brilliance of Rick Warren's consumer research driven marketing 01:02:47 - Is stealth Buddhism shady marketing? 01:04:44 - Bait and switch of secular mindfulness 01:06:34 - Capitalist meditation 01:07:42 - Is MBSR a bait and switch? 01:09:09 - Mara's advice for those selling corporate mindfulness 01:10:15 - Transparency vs deception 01:12:23 - Make it ok to question and ok to leave 01:13:31 - Hoodwinked 01:14:15 - Pervasiveness of cults 01:15:13 - Influencers and a spectrum of cults 01:16:29 - Teal Swan and lifestyle marketing 01:17:21 - Anyone can be pulled into a cult … To find our more about Professor Mara Einstein, visit: - https://www.drmaraeinstein.com/ For more interviews, videos, and more visit: - https://www.guruviking.com Music ‘Deva Dasi' by Steve James
Master of Empathy, The Lord Jesus.
Send me a DM here (it doesn't let me respond), OR email me: imagineabetterworld2020@gmail.comToday I'm honored to introduce to you three incredible warriors for truth, exposure, and healing for all survivors - especially in their home of Israel: CEO of Bereshit Magazine, and Independent journalist and researcher, Daniel Sharon, ritual abuse survivor and advocate, social worker and lecturer, Yael Ariel, and ritual abuse survivor, whistleblower and advocate, writer and creator, Amanda NitzaA little bit about Daniel, Yael, Amanda and their journey's togetherIn the heart of Jerusalem, Daniel, now 31, forged his early years amid the complexities of a vibrant, storied city. As a young officer in the IDF's elite tank unit, he navigated the chaos of conflict in Gaza a decade ago. But the moral weight of war stirred a profound awakening within him. Disillusioned, he stepped away from military service, choosing a path of introspection and purpose. The arrival of COVID-19 became a catalyst, unveiling what he describes as the “horrific truth” about global systems. Guided by synchronicities and fueled by the bold voices of truth-seekers, Daniel found his calling as the CEO of Bereshit (Hebrew for Genesis) Magazine. Born as a defiant response to the fear-driven narratives of mainstream media during the pandemic, Bereshit emerged as a beacon for truth, free speech, and human rights. In 2023, Daniel broke new ground by publishing Israel's first article on Satanic Ritual Abuse (SRA), a courageous step that sparked both controversy and connection.It was during this fearless pursuit that Daniel crossed paths with Yael, a fierce social worker and survivor of ritual abuse. Yael's journey is one of resilience and transformation. Having endured unimaginable trauma, she channeled her pain into purpose, co-producing two groundbreaking conferences for those healing from complex trauma. A sought-after lecturer on dissociation and complex PTSD, Yael's voice resonates with clarity and compassion. Since 2022, she has fearlessly shared her story on Facebook, becoming one of the few ritual abuse survivors in Israel to speak out publicly. Her courage has inspired dozens of others to reach out, forming a growing network of survivors united in their mission to raise awareness and foster healing.Today, we are deeply honored to also be joined by Amanda Nitza, a courageous ritual abuse survivor whose journey of resilience and advocacy is an inspiration to us all who also works closely with Daniel and Yael. As a child, Nitza endured profound trauma through ceremonial and ritual abuse within the secular sector, including devastating harm inflicted by her father. Now, she stands as a powerful force for change, using her strength to raise awareness about ritual abuse and contributing to a groundbreaking film that shines a light on this hidden crisis. CONNECT WITH DANIEL, AMANDA AND YAEL: Bereshit Magazine: https://bereshit-news.co.il/Ritual Abuse in Israel Website: https://www.ritualabuse-israel.org/CONNECT WITH THE IMAGINATION:EMAIL: imagineabetterworld2020@gmail.comMy Substack: https://emmakatherine.substack.com/BUY ME A COFFEE: https://www.buymeacoffee.com/theimaginationAll links: https://direct.me/theimaginationpodcastRIFE TECHNOLOGIES:https://realrifetechnology.com/15% Code: 420CZTL METHELENE BLUE:https://cztl.bz?ref=Support the show
Hello Sweet Friend, welcome to The Cannabis Truth Podcast with Author, Educator, and Host Honey Smith Walls—now in its 6th season! This episode dives deep into plant therapy, pain relief, and the power of the endocannabinoid system with guest Scott Steiner, MS. Scott has been in the cannabis industry for six years, starting as a budtender in San Francisco. Disillusioned by the move away from medical cannabis, and his empathy for those in need of relief from cannabis, Scott pivoted to specializing in relief from plant medicine via the endocannabinoid system.We're not here for recreational chatter—we're exploring cannabinoids, terpenes, and natural healing strategies to help you better understand relief from your perspective. Curious about how plant compounds like THC, CBD, and CBN can support inflammation, anxiety, and even preventative health? This is your space.Because understanding your own system means real relief—without the pharma price tag. Join our Facebook group Healing Beyond High for shared wisdom and support.Listen weekly on your favorite podcast platforms or watch on YouTube!Explore practical, plant-based solutions in the cannabis space.
Emily Freitas joins the podcast while she’s about to give birth! We break down this amazing episode and I hope you enjoy it! Writer: B.W. Sandefur Director: Michael Landon In “Gold Country,” a two-part episode of Little House on the Prairie, relentless rain devastates the crops in Walnut Grove, prompting Charles Ingalls and Isaiah Edwards to seek fortune in a gold rush 400 miles away in Deadwood. Facing economic hardship, they convince their families to join the perilous journey. Upon arrival, they encounter inflated prices, scarce claims, and a rough town, eventually moving to Newton, 50 miles west. Initial optimism fades as they struggle to find gold, and tensions rise with dangerous prospectors. Tragedy strikes when Mr. Delano is killed over his gold, and Mr. Griffin desecrates a grave for riches, shaking the community. Disillusioned, Charles reflects in a heartfelt church speech, choosing family over wealth. The Ingalls and Edwards families abandon the gold chase, returning home with renewed values, passing hopeful newcomers on their way. 5 Best Quotes Charles: “There's nothing in the world that makes a man feel so bad as knowing there's just nothing he can do.” This captures Charles’ frustration and helplessness amid the rain-ruined crops, driving his decision to seek gold. Caroline: “Charles Ingalls, if you think I'm going to put up with having you underfoot around here for the next 6 months, you've got another thing coming.” A tender yet firm nudge from Caroline, showing her support for Charles' risky venture with love and humor. Isaiah: “I did this so we could get some flour or some bacon.” Isaiah's justification after gambling reflects his desperate intent to provide, despite Grace's skepticism. Charles: “I asked God to give me the strength to forget about it, to turn my back on it… and to let me take my family home.” In his church speech, Charles reveals his epiphany, prioritizing family over the fleeting promise of gold. Laura: “Ask him to please forgive me.” Laura's plea to Charles about Mr. Zachariah underscores her guilt and innocence after unintentionally causing harm. 5 Trivia Questions Question: What natural disaster forces Charles and Isaiah to consider leaving Walnut Grove? Answer: Relentless rain that destroys the crops. Question: How far is the gold rush location from Walnut Grove, as mentioned by Charles? Answer: 400 miles. Question: What item does Charles request at Nels' store that they are out of? Answer: Baking soda. Question: What tragic event involving Mr. Delano shifts the tone of the episode? Answer: He is killed by prospectors seeking his gold. Question: What does Charles ultimately decide to do after his church speech? Answer: Take his family back home to Walnut Grove. Gold Country originally aired on April 4, 1977 The opening song “Albert” is written and performed by the amazing Norwegian band, Project Brundlefly and is used with permission. Check them out at: https://www.facebook.com/ProjectBrundlefly Become a Patron! The post Gold Country first appeared on The Little House on the Prairie Podcast: Walnut GroveCast.
Discover the gripping journey of Randy Sutton, a legendary law enforcement officer who spent decades serving and protecting. Sutton takes us from his childhood dream of becoming a police officer to his transformative experiences with the Las Vegas Metropolitan Police Department. He shares raw, emotional stories of heroism, survival, and the harsh realities of policing — from confronting life-threatening situations to the unforgettable moment he saved a baby's life during a gang shooting. Learn how these experiences led Sutton to create The Wounded Blue, a critical support system for injured officers, emphasizing the importance of mental health and emotional resilience.
Today's poem features a simple but satisfying sleight of hand. Happy reading.Richard Henry Horne (1802-1884), poet, was born on 31 December 1802 at Edmonton, near London, the eldest of three sons of James Horne (d.1810), quarter-master in the 61st Regiment; his grandfather was Richard Horne, secretary to Earl St Vincent. Richard was brought up at the home of his rich paternal grandmother and attended John Clarke's School where John Keats was also a pupil. In April 1819 Horne entered Sandhurst Military College but left in December 1820. In 1823 after reading Shelley's Queen Mab, he decided to become a poet.In 1825 Horne sailed as midshipman in the Libertad to fight for Mexican independence. After two years in America he returned to London, where in 1833 he published his first book Exposition of the False Medium and Barriers Excluding Men of Genius from the Public. In the next decade he published three poetic dramas, contributed prolifically to literary magazines, edited the Monthly Repository in 1836-37 and served on the royal commission on child employment in factories in 1841. His most famous year was 1843 when he published his epic Orion at a farthing a copy to show his contempt for public taste. It ran to six editions in a year and made him a celebrity. During the Irish famine he was correspondent for the Daily News. In 1847 he married Catherine, daughter of David Foggo.In 1852 Horne faced a crisis: his marriage was failing; he was impoverished; he was discontented in his work on Charles Dickens's Household Words; and he was torn between the practical and poetic sides of his nature. Tempted by dreams of fortune on the Australian goldfields and a chance to escape, Horne arrived at Melbourne in September. He soon became commander of the private gold escort and in 1853 assistant gold commissioner at Heathcote and Waranga. He was erratic in both posts and was dismissed in November 1854. By 1855 his English ties were severed, his wife having requested a formal separation. In Melbourne he became clerk to (Sir) Archibald Michie, and lived with a Scottish girl; their son, born in 1857, died after seven months. In September 1856 as a radical Horne contested Rodney in the Legislative Assembly but lost. As a commissioner of sewerage and water supply in 1857 when Melbourne's new reservoir was under public attack, he did little to appease the critics. By 1860 he was again unemployed and living at St Kilda with a female companion. He was well known at Captain Kenney's swimming baths, lectured at Mechanics' Institutes on 'The Causes of Success in Life' and failed to win the Belfast (Port Fairy) seat. He helped to found the Tahbilk vineyard on the Goulburn River. In 1862-63 the Royal Literary Fund assisted him.In June 1863 Horne was made warden of the Victorian Blue Mountain goldfield near Trentham: 'my Siberia'. Again he began to write seriously and found tranquillity. On visits to Melbourne he held court at Henry Dwight's bookshop, and became friendly with George Gordon McCrae and Marcus Clarke. In 1864 he published a lyrical drama, Prometheus the Fire-Bringer, and in 1866 for the Melbourne Intercolonial Exhibition a masque, The South Sea Sisters; it contained a rhythmic representation of an Aboriginal corroboree which brought acclaim. In 1867 he celebrated the arrival of the Duke of Edinburgh with a cantata, Galatea Secunda, signing himself Richard Hengist Horne, the name by which he was henceforth known. In Australia he produced no significant poetry but some good prose: Australian Facts and Prospects(London, 1859), and an essay, 'An Election Contest in Australia' in Cornhill, 5 (1862). Disillusioned, he sailed in June 1869 for England where he became a literary doyen, producing many new works all artistically worthless. His poverty was relieved in 1874 by a government pension, and he died at Margate on 13 March 1884.-bio via Australian Dictionary of Biography This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit dailypoempod.substack.com/subscribe
Dr. Brian Duncan graduated high school early and went straight into Baptist ministry training. On fire for Jesus, he was constantly seeking deeper resources to help him teach the faith, which led him to discover the Church Fathers. Teaching from them caused problems in his independent Baptist congregation, so he spent a little time in a Reformed Baptist church, which also didn't work out. Disillusioned, he sought a house church environment, at which point he realized it was time for him to stop trying to reinvent and reclaim the Christianity of the early Church; and what he'd been trying to rebuild on his own initiative was present in its fulness right in front of him in the Catholic Faith. He has since gone on to found Catholic Fightwear, and work as a martial arts instructor.
Norman Ornstein is an author, political scientist and emeritus scholar at the American Enterprise Institute. He's is a contributing editor and writer for The Atlantic and has been an election eve analyst for CBS News and BBC News. He was named one of the top 100 global thinkers in 2012 by Foreign Policy Magazine and one of the 250 most influential people in Washington in 2021 by Washingtonian Magazine, and in every year since. His many books include The New York Times bestseller, It's Even Worse Than It Looks with Tom Mann, and the NYT and WAPO best-seller One Nation After Trump: A Guide for the Perplexed, the Disillusioned, the Desperate and the Not-Yet-Deported with EJ Dionne and Tom Mann. Join Norm and I as we discuss Trump 2.0 and the challenging road ahead, as well as our shared experience with tragedy, loss and grief. It's an in-depth chat you don't wanna miss... Got somethin' to say?! Email us at BackroomAndy@gmail.com Leave us a message: 845-307-7446 Twitter: @AndyOstroy Produced by Andy Ostroy, Matty Rosenberg, and Jennifer Hammoud @ Radio Free Rhiniecliff Design by Cricket Lengyel
Nizam-ul-Mulk, also known as Asaf Jah I, rose to prominence as a skilled administrator and military commander under the Mughal Empire before founding the Hyderabad State in 1724. Disillusioned by the weakening Mughal central authority, he established an independent dominion in the Deccan, leveraging his strategic acumen and strong support among local elites. Want to see my notes for this episode? Join us on Telegram and search for "10-4"
In part 4 of our Hope series, Mike shows us how to overcome disillusionment with our future.
In part 3 of our Hope series, Mike shares how we can find hope following personal failures and disillusionment with ourselves.
What's on your mind, unicorn?
In part 2 of our Hurt series, Mike shows us how to heal from being hurt by others by looking at Simon Peter's actions at Jesus' arrest.
Seahawks beat reporter Corbin Smith, who write for Seahawks on SI as well as hosting the Locked On Seahawks podcast, joins me today to share his insight on Mike Macdonald's first season as head coach. We also touch on a number of key issues facing this team as it heads into an offseason that started off earlier than they'd hoped. "Disillusioned and incompatible" Inside Seahawks Decision to Fire Ryan Grubb - by Corbin Smith https://www.si.com/nfl/seahawks/seahawks-news/disillusioned-and-incompatible-inside-seahawks-decision-to-fire-ryan-grubb SUBSCRIBE TO THE NEW NFL DRAFT CHANNEL “The Pick Is In!” with myself and Bryce Coutts of the Hawkzone Rundown - launching late January 2025. https://www.youtube.com/channel/UCJBnG_xl6LAMK4J3V-zayDA Thank you to our sponsor DUER!! “Built for DOING!” Get 20% off your order with DUER, active denim and lifestyle apparel at www.shopduer.com/FOREVER Sign up for a new account with BetUS and they'll give you 150% sign-up bonus on your first deposit, and 125% on your 2nd and 3rd deposits if you use promo code YouTube150 Here's how you can support the Seahawks Forever channel: HELP SEND ME TO THE SENIOR BOWL!!!! https://gofund.me/50524632 SUBSCRIBE to the YouTube Channel for video versions: https://www.youtube.com/channel/UCKP7ohrtTc8P0a4YIBUTfdg Buy me a coffee, or a beer! https://www.buymeacoffee.com/dviens08w Join YouTube Premium! Watch ALL videos across the app AD-FREE (a portion of the fees comes back to the channel) Hit the SUPER THANKS button! Or… just engage with the videos! Comment, critique, as questions. The more interaction the better! FOLLOW me on Bluesky AND Twitter @SeahawksForever For promotional or media inquiries - EMAIL dviens08@gmail.com Learn more about your ad choices. Visit podcastchoices.com/adchoices
Some modern day religions claim to be Christians...but are they really? Go through this series with a small group or mentor, and let's take a closer look at some religions that may actually be cultish. This week: Jehova's Witnesses.--The Unveiling Mormonism podcast pulls back the curtain on Mormon history, culture and doctrine. Join us for new episodes every Monday. Find resources to talk about these episodes at pursueGOD.org/mormonism.Help others go "full circle" as a follower of Jesus through our 12-week Pursuit series.Click here to learn more about how to use these resources at home, with a small group, or in a one-on-one discipleship relationship.Got questions or want to leave a note? Email us at podcast@pursueGOD.org.Donate Now --In the last episode we talked about what is a cult (how to identify a cult, etc.). If you missed that one, be sure and go and check that out. In today's episode we will focus our attention on a group that claims to be the real Christians, but as we will show today the Jehovah's Witnesses are not Christians. The Jehovah's Witnesses originated in the late 19th century with Charles Taze Russell, an American preacher deeply interested in Bible prophecy. Here's a concise history of the organization:Part I: The HistoryOrigins and Founder:Charles Taze Russell (1852–1916): Russell was influenced by Adventist teachings, particularly their focus on Christ's second coming. Disillusioned with mainstream Christianity, he began his own Bible study group in the 1870s in Pittsburgh, Pennsylvania.1870s The group now known as Jehovah's Witnesses was initially called Bible Students or International Bible Students Association (IBSA) during its early years. This name reflected their focus on studying the Bible and disseminating their teachings.Publication of Zion's Watch Tower (1879): Russell launched this magazine to spread his interpretations of the Bible, emphasizing end-time prophecies and the imminent return of Christ.Why was it called Watchtower? The name "Watchtower" comes from the Bible, where watchtowers were used as places to keep watch and warn of danger. In ancient times, people would stand in tall towers to look out for enemies or protect their vineyards from animals.Jehovah's Witnesses use the name Watchtower because they believe they are like spiritual watchmen. They think their job is to warn people about the coming of God's Kingdom and the end of the current world system (what they call Armageddon). They see themselves as sounding the alarm and helping people prepare for what they believe is God's judgment.The name also reflects their focus on being alert and vigilant about spreading their teachings, which they view as essential for saving others. The magazine The Watchtower became their main way to share these warnings and spread their message worldwide.Formation of the Organization:Incorporation as the Watch Tower Bible and Tract Society (1884): Russell formally organized his followers under this name, focusing on mass publication and distribution of literature.Today's Stats and Organizational Structure8.6 million members today (2023)Governing Body: A centralized leadership that claims exclusive authority in interpreting the Bible.Emphasis on door-to-door evangelism, distribution of "Watchtower" and "Awake!" magazines.Rutherford's Leadership (1916–1942): After Russell's death, Rutherford took control....
Some modern day religions claim to be Christians...but are they really? Go through this series with a small group or mentor, and let's take a closer look at some religions that may actually be cultish. This week: Jehova's Witnesses.--The Unveiling Mormonism podcast pulls back the curtain on Mormon history, culture and doctrine. Join us for new episodes every Monday. Find resources to talk about these episodes at pursueGOD.org/mormonism.Help others go "full circle" as a follower of Jesus through our 12-week Pursuit series.Click here to learn more about how to use these resources at home, with a small group, or in a one-on-one discipleship relationship.Got questions or want to leave a note? Email us at podcast@pursueGOD.org.Donate Now --In the last episode we talked about what is a cult (how to identify a cult, etc.). If you missed that one, be sure and go and check that out. In today's episode we will focus our attention on a group that claims to be the real Christians, but as we will show today the Jehovah's Witnesses are not Christians. The Jehovah's Witnesses originated in the late 19th century with Charles Taze Russell, an American preacher deeply interested in Bible prophecy. Here's a concise history of the organization:Part I: The HistoryOrigins and Founder:Charles Taze Russell (1852–1916): Russell was influenced by Adventist teachings, particularly their focus on Christ's second coming. Disillusioned with mainstream Christianity, he began his own Bible study group in the 1870s in Pittsburgh, Pennsylvania.1870s The group now known as Jehovah's Witnesses was initially called Bible Students or International Bible Students Association (IBSA) during its early years. This name reflected their focus on studying the Bible and disseminating their teachings.Publication of Zion's Watch Tower (1879): Russell launched this magazine to spread his interpretations of the Bible, emphasizing end-time prophecies and the imminent return of Christ.Why was it called Watchtower? The name "Watchtower" comes from the Bible, where watchtowers were used as places to keep watch and warn of danger. In ancient times, people would stand in tall towers to look out for enemies or protect their vineyards from animals.Jehovah's Witnesses use the name Watchtower because they believe they are like spiritual watchmen. They think their job is to warn people about the coming of God's Kingdom and the end of the current world system (what they call Armageddon). They see themselves as sounding the alarm and helping people prepare for what they believe is God's judgment.The name also reflects their focus on being alert and vigilant about spreading their teachings, which they view as essential for saving others. The magazine The Watchtower became their main way to share these warnings and spread their message worldwide.Formation of the Organization:Incorporation as the Watch Tower Bible and Tract Society (1884): Russell formally organized his followers under this name, focusing on mass publication and distribution of literature.Today's Stats and Organizational Structure8.6 million members today (2023)Governing Body: A centralized leadership that claims exclusive authority in interpreting the Bible.Emphasis on door-to-door evangelism, distribution of "Watchtower" and "Awake!" magazines.Rutherford's Leadership (1916–1942): After Russell's death, Rutherford took control....
In part 1 of our Hope series, Mike shows us how to overcome disillusionment with God through hope in Jesus.
Lara and Carey return to recap the Almighty's reign of terror with part II of Book of Numbers, they discuss the Bible to Vanderpump Rules pipeline, and where Doute fits into the Old Testament. They also talk modern miracles that shaped our own culture, including LASIK, Big Ang, Carrie Bradshaw and more. Back in "Numbers," God continues his drug-addled organization spree, demanding tallies of firstborn males, tithings to the Levites and Aaron and sons, and mandatory military service. Disillusioned from their desert-wandering, the Israelites continue to doubt their Number One Guy in the Group (Moses), and are promptly met with God's wrath, as per usual. Joshua is randomly named Moses's successor as neighboring nations begin scheming to take down the Israelites; spiritualist Balaam is tasked with the tall order of cursing God's chosen people. Chapters: 00:00 SUR is God's Israel 17:00 Jesus was Very Loaves 23:00 Numbers (Part 2) Recap Learn more about your ad choices. Visit megaphone.fm/adchoices
Disillusioned by Christmas, Emma Carter inherits a glowing antique compass from her late Aunt Lou. When the compass points her to an unknown destination, Emma and her best friend Lily follow its mysterious pull, kicking off a magical holiday adventure filled with secrets and unexpected discoveries. Featuring Actress Yasmine Alice as Emma Carter Keywords: Christmas compass, Holiday Series, magical holiday journey, adventure, mystery, inheritance, best friends, glowing compass.
Jonathan Labman was born in Trenton, New Jersey in the United States in 1955. He grew up in Pennsylvania, in Trenton suburbs. At 16, he won a scholarship to an international high school called the United World College of the Atlantic, in South Wales, UK, where he completed an International Baccalaureate degree. Jonathan has been fundamentally interested in human well-being, spirituality and psychology since the age of 15. During and after completing university at Covenant College, Jonathan lived in a Christian fundamentalist commune for several months in Santa Barbara California (1974), and an evangelical Christian co-operative community that devolved into a cult from 1978-1984. Following these experiences, he studied acting, movement, dance and voice in New York. Disillusioned with egotism, he turned to working with people in a healing capacity: first as a Licensed Massage Therapist, then Energetic and Psychic Healing, followed by a graduate degree in Counseling Psychology, and training as a Yoga teacher (500 hour certification). Jonathan has worked as a professional counselor since 2000. Jonathan has enjoyed the transition into Non-Dual Awareness, being spiritually Awake since July of 2001. He now teaches clients how to work with psychological distress and move towards spiritual awakening. He currently has four published books: An Ordinary Being (memoir); Simply Awake: Spiritual Enlightenment, the Simplest Thing; Taming the Three-Ring Circus of Your Mind; and Being Human and Waking Up: a guide for psychotherapy clients and enlightenment students (September 2023). He sees clients in person and in small groups, in the Doylestown, Pennsylvania area. https://www.simplyawake.com for more information.
Necoclí is a tiny town on Colombia's Caribbean coast. Beach bars blast party music and sell brightly-coloured cocktails. But Necoclí is not just a tourist destination. It is also a stopping point for migrants heading to the United States.The fastest-growing group among them are Chinese. They are on a journey they call zouxian, or walking the line. Disillusioned with the Chinese dream, they have decided to chase the American version. But first they face a journey that is fraught with peril. Necoclí is the place migrants stock up on supplies and cash, before putting their trust in smugglers who will guide them across the Darién Gap, a treacherous stretch of jungle separating Colombia and Panama.In the first episode of this four-part series, Alice Su, The Economist's senior China correspondent, travels to Necoclí to meet Chinese migrants on their zouxian journey, and asks what drove them to leave China and take such risks.Transcripts of our podcasts are available via economist.com/podcasts.Listen to what matters most, from global politics and business to science and technology—subscribe to Economist Podcasts+. For more information about how to access Economist Podcasts+, please visit our FAQs page or watch our video explaining how to link your account. Hosted on Acast. See acast.com/privacy for more information.
Throughout history, many prophets have spoken hidden truths using the power of stories. Tales and fables offer so many details of our existence. They also serve to soften the blow of harsh realities. Even Jesus spoke in parables, both liberating and challenging. The system is built to keep us entertained, divided and distracted. The big question is, who's really in charge? The currencies of the powerful are horrific. Weeping may endure for the night, but joy comes in the morning. The truth can be buried so deep. There's talk of a much larger force that isn't human at all. Trading different forms of totalitarianism is too common. Disillusioned people often make bad decisions. But the future is not set and creative thinking strengthens humanity. Here are the tools to save yourself. Will we rise as a people, or fall into a new form of slavery? Remember, true freedom is not given, but taken. We all need to just pray, because God has got this.
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