Podcasts about Ishikawa

In questa puntata del podcast parleremo di mentalità e benessere e la leggeremo in chiave leadership.Ad aiutarci a farlo sarà Marco Buttu, ingegnere che passa 9 mesi l'anno sull'altopiano dell'Antartide con la spedizione italiana.Un uomo dalle mille risorse. Scoprile all'interno di questa puntata!Buon ascolto e buona leadership!----------------------SEGUI ANCHE IL CANALE INSTAGRAM (Qui trovi l'immagine dello schema di ISHIKAWA che ti invito a visionare nella puntata)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/obiettivo_leader/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------✉️ CONTATTI E NEWSLETTERSe vuoi parlarmi del tuo team o vuoi semplicemente metterti in contatto con me aggiungimi su ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Se invece vuoi ricevere riflessioni e approfondimenti legati ai temi della leadership, iscriviti alla mia ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠NEWSLETTER GRATUITA ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------CHI SONOSono Roberto De Angelis e mi occupo di formazione e coaching per manager, aziende e tutte quelle persone o contesti che hanno bisogno di migliorare le competenze legate allo sviluppo della leadership e alla⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠gestione del team.  Guarda la mia storia cliccando qui:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠https://roberto-deangelis.com/chi-sono/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------

Steiny & Guru chat with Giants minor league hitting coach and 2x World Series champion Travis Ishikawa about the promotion of top prospect Bryce Eldridge and the lack of offensive firepower with the big league club.

Steiny & Guru break down what's happening in the NBA coaching circles before chatting with San Jose Giants hitting coach Travis Ishikawa about the Giants No. 1 prospect Bryce Eldridge.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

A pale view of hills by Kei Ishikawa, at UCR in Cannes 78, is Kazuo Ishiguro's novel's screen adaptation. The post “A pale view of hills”, interview with director Kei Ishikawa appeared first on Fred Film Radio.

Med över 100 anställda har Jakob Edbergs företag GR Japan på kort tid vuxit fram till att bli den rådgivare som många utländska företag och organisationer vänder sig till när de vill etablera sig i Japan. På senare år har man också etablerat sig i Seoul, Taipei, Singapore, Washington DC och London. I Japanpodden berättar Jakob hur allt en gång började. (SPOILER: det handlade varken om karate eller manga). NYHETERStigande rispriser utmaning för PM Ishiba inför sommarens valI Japan har rispriserna nära nog fördubblats sedan förra våren - främst beroende på dåliga skördar och problem med leveranskedjorna.Regeringen har släppt 300 000 ton ris från landets reserver för att bromsa prisökningen, och ytterligare 300 000 ton kommer att släppas under de kommande veckorna. Situationen har lett till ett växande folkligt missnöje, särskilt bland låg- och medelinkomsttagare och premiärminister Shigeru Ishibas förtroendesiffror har rasat till 27 % - en ny bottennivå som innebär att bara en dryg fjärdedel av väljarna har förtroende för den sittande regeringen. Oppositionen å sin sida kräver en sänkning av momsen som för närvarande ligger på 10 % och det stundande valet till överhuset i juli ses som en avgörande kraftmätning för Ishibas ledarskap.Japan kräver att USA slopar tullarna på japanska bilarJapan står fast vid sitt krav på att USA ska dra tillbaka tullarna på japanska bilar, stål och aluminium. Förhandlaren Ryosei Akazawa betonade att detta är ett "icke-förhandlingsbart" krav för Tokyo.Vid förhandlingar i Washington nyligen betonade den japanske chefsförhandlaren Ryosei Akazawa att kravet inte är “förhandlingsbart".USA har ställt som motkrav att Japan ökar importen av amerikanska jordbruksprodukter och just nu tycks positionerna låsta i väntan på att länderna ska enas om att hålla ett möte på ministernivå. För den japanska fordonsindustrin är tullarna ett dråpslag som höjt priserna på japanska bilar i USA med 25 procent.Skyfall och jordskred orsakar dödsfall på NotohalvönNoto-regionen i Ishikawa län har en person bekräftats död och ytterligare sex rapporteras som saknade efter de senaste dagarnas extremväder med över 120 millimeter regn i timme, något som ledde till översvämningar och jordskred på flera platser. Området har ännu inte återhämtat sig från den förödande jordbävningen tidigare för mer än ett år sedan då vägar spolades bort och flera byar har isolerades från omvärlden.Myndigheterna har varnat för risk för nya jordskred och ras då man befarar att extremvädret kan fortsätta. Premiärminister Ishiba har utlovat statligt stöd och extra resurser till räddningsarbetet, samtidigt som frivilligorganisationer från hela Japan har anlänt för att bistå i uppröjningsarbetet.Kvarlevor efter amerikansk vandrare hittade efter två årKvarlevorna efter en amerikansk ensamvandrare som försvann för mer än två år sedan har påträffats i närheten av en vandringsled i Shiga län.Kvinna som är i 60-årsåldern anmäldes saknad efter att inte ha återvänt från en planerad vandring och hennes familj bekostade flera privata sökexpeditioner efter att de upplevt bristande stöd från de japanska myndigheterna.Myndigheterna säger sig inte ha kunnat fastställa någon dödsorsak och man har därför inte uteslutit att hon utsatts för brott.Fallet har lett till krav på förbättrade säkerhetsåtgärder för vandrare i Japan och händelsen har fått stor internationell uppmärksamhet.Profetia om katastrof får turister att avbokaDen japanska mangatecknaren Ryo Takatsuki, även kallad ”Nya Baba Vanga”, har blivit viral de senaste veckorna och hennes dystra framtidsvisioner har gjort att flera japanresenärer bokat om sina resor i sista stund. I sin senaste profetia varnar Takatsuki för att en stor katastrof kommer att drabba Japan i juli månad.Trots att det alltså saknas vetenskaplig grund har hennes varning skapat stor oro i diverse samtalsforum på Internet och hotell och resebyråer rapporterar ett ovanligt högt antal avbokningar.Vem är då denna mangatecknare och varför skapar hennes profetior sådan uppståndelse? Ja, i ett album som kom ut 1999 varnade hon för att en stor jordbävning skulle inträffa i mars 2011, alltså samma månad som den stora Tohoku-jordbävningen ödelade stora områden längs kusten i nordöstra Japan. Att det kommer att komma en stor jordbävning är de flesta experter eniga och det talas om en 80-procentig risk för att den kommer att inträffa inom de närmaste 30 åren. Men att den skulle inträffa just i juli i år är det hittills bara Ryo Takatsuki eller “Nya Baba Vanga” som hon också kallas, som förutspått.Baba Vanga var en bulgarisk sierska som sägs ha förutspått Tjernobylkatatsrofen, Sovjetunionens kollaps, Lady Dianas död, Barack Obamas valseger bland mycket annat. Hon avled 1996.Grand Ring vid Expo 2025 utsedd till världens största träbyggnadDen stora ringen som omger världsutställningen i Osaka har nu officiellt utsetts, av Guiness Book of Records till världens största träkonstruktion.Designad av arkitekten Sou Fujimoto, omsluter ringen en yta på mer än 61 000 kvadratmeter, eller lite drygt elva fotbollsplaner. Den fungerar också som som en gångbro och utsiktsplattform.Träet som använts är japansk ceder och cypress, lokalt producerat för hållbarhetens skull.Experter har beskrivit den som en blandning av modern design och traditionell japansk snickarkonst.Hela projektet avslutades tidigare än planerat och blev dessutom billigare än budgeterat.Efter Världsutställningen är tanken att bevara ringen som ett kulturellt landmärke i Osaka, medan själva den konstgjorda ön Yumeshima - Drömmarnas Ö - så småningom kommer att hysa Japans första Casino Resort - ett japanskt Las Vegas som ska stå färdigt hösten 2030. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit japanpodden.substack.com

Il diagramma di Ishikawa è uno strumento semplice ma potente che può facilitare l'individuazione degli elementi chiave alla base delle problematiche.Ogni leader deve accettare che guidare una squadra al successo significa lavorare costantemente sulla risoluzione di problemi.E quale strumento migliore se non il diagramma di Ishikawa per poterlo fare?Te ne parlo in questa pillola #133.Buon ascolto e buona leadership!----------------------SEGUI ANCHE IL CANALE INSTAGRAM (Qui trovi l'immagine dello schema di ISHIKAWA che ti invito a visionare nella puntata)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/obiettivo_leader/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------✉️ CONTATTI E NEWSLETTERSe vuoi parlarmi del tuo team o vuoi semplicemente metterti in contatto con me aggiungimi su ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Se invece vuoi ricevere riflessioni e approfondimenti legati ai temi della leadership, iscriviti alla mia ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠NEWSLETTER GRATUITA ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------CHI SONOSono Roberto De Angelis e mi occupo di formazione e coaching per manager, aziende e tutte quelle persone o contesti che hanno bisogno di migliorare le competenze legate allo sviluppo della leadership e alla⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠gestione del team.  Guarda la mia storia cliccando qui:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠https://roberto-deangelis.com/chi-sono/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------------------

No EP. 34 do Podcast O Direito Pensa, debatemos os desafios da advocacia jovem no Brasil: mercado competitivo, inseguranças, construção de reputação e caminhos possíveis.Com a apresentação de Vítor Ishikawa — advogado criminalista, mestre e doutorando em Direito Penal pela USP —, e participação de:

This interview was recorded for the GOTO Book Club.http://gotopia.tech/bookclubRead the full transcription of the interview hereAndrew Harmel-Law - Technical Principal at Thoughtworks & Author of "Facilitating Software Architecture"Sonya Natanzon - Senior Director of Software Engineering at Guardant HealthRESOURCESAndrewhttps://bsky.app/profile/andrewhl.bsky.socialhttps://twit.social/@ahlhttps://github.com/andrewharmellawhttps://www.linkedin.com/in/andrewharmellawSonyahttps://www.linkedin.com/in/sonya-natanzonLinkshttps://facilitatingsoftwarearchitecture.comhttps://martinfowler.com/articleshttps://www.thoughtworks.com/radar/techniqueshttps://www.cognitect.com/blog/2011/11/15https://medium.com/@vanessamformicolaDESCRIPTIONSonya Natanzon and Andrew Harmel-Law explore key concepts from Andrew's book, fostering decentralized sociotechnical systems, emphasizing the importance of embracing imperfection in decision-making, and combating cognitive biases like the framing effect.They highlight the shift to prioritizing learning, adaptability, and small, fast iterations in socio-technical systems. Andrew discusses psychological safety as vital for empowering teams to innovate while maintaining accountability, advocating for experimentation and collective ownership of evolving codebases. Together, they underline the importance of balancing creativity and structure to build resilient, adaptive systems that thrive in complexity.RECOMMENDED BOOKSAndrew Harmel-Law • Facilitating Software ArchitectureDiana Montalion • Learning Systems ThinkingDonald G. Reinertsen • The Principles of Product Development FlowAlexander, Ishikawa, Silverstein, Jacobson, Fiksdahl-King & Ange • A Pattern LanguagePatty McCord • PowerfulShoshana Zuboff • The Age of Surveillance CapitalismMatthew Skelton & Manuel Pais • TeaBlueskyTwitterInstagramLinkedInFacebookCHANNEL MEMBERSHIP BONUSJoin this channel to get early access to videos & other perks:https://www.youtube.com/channel/UCs_tLP3AiwYKwdUHpltJPuA/joinLooking for a unique learning experience?Attend the next GOTO conference near you! Get your ticket: gotopia.techSUBSCRIBE TO OUR YOUTUBE CHANNEL - new videos posted daily!

Following the death of Takara Hime, and the war on the Korean peninsula, Naka no Ōe was taking hold--or perhaps keeping hold--of the reins of government.  He wasn't finished with his changes to the government.  He also had a new threat--the Tang Empire.  They had destroyed Yamato's ally, Baekje, and defeated the Yamato forces on the peninsula.  While the Tang then turned their attention to Goguryeo, Yamato could easily be next.  The Tang had a foothold on the Korean peninsula, so they had a place to gather and launch a fleet, should they wish to bring Yamato into their empire. For more, especially to follow along with some of the names in this episode, check out our blogpost at https://sengokudaimyo.com/podcast/episode-125     Rough Transcript Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 125: The Sovereign of Heavenly Wisdom The people of Baekje looked around at the strange and unfamiliar land.  They had fled a wartorn country, and they were happy to be alive, but refugee status was hardly a walk in the park.  Fortunately, they still knew how to farm the land, even if their homeland was hundreds of miles away, across the sea, and occupied by hostile forces.  Here, at least, was a land where they could make a home for themselves. Some of them had to wonder whether this was really permanent.  Was their situation just temporary until their kingdom was restored?  Or were they truly the last people of Baekje, and what would that mean? Either way, it would mean nothing if they didn't work the land and provide for their families.  And so, as with displaced people everywhere, they made the best of the situation.  They had been given land to work, and that was more than they could have asked for.  They might never return to Baekje, but perhaps they could keep a little of it alive for themselves and their descendants. Greetings, everyone, and welcome back.  Last episode we talked about the downfall of Baekje and the defeat of the Yamato forces at the battle of Hakusukinoe, also known as the Battle of Baekgang, in 663.  And yet, something else happened as well: the sovereign, Takara Hime, aka Saimei Tennou, died as the Yamato forces were setting out.  Immediately Prince Naka no Oe took the reins of government.  He would be known to later generations as Tenji Tennou, with Tenji meaning something like “Heavenly Wisdom”. Now Prince Naka no Oe has been in the forefront of many of our episodes so far, so I'd like to start this episode out with a recap of what we've heard about him so far, as all of this is important to remind ourselves of the complex political situation.  I'm going to be dropping – and recapping – a lot of names, but I'll have many of the key individuals listed on the podcast website for folks who want to follow along.  I would note that this episode is going to be a summary, with some extrapolation by me regarding what was actually happening.  Just remember that history, as we've seen time and again, is often more messy and chaotic than we like, and people are more complex than just being purely good or evil.  People rarely make their way to the top of any social hierarchy purely through their good deeds.  To start with, let's go back to before the year 645, when Naka no Oe instigated a coup against Soga no Iruka and Soga no Emishi.  In the Isshi Incident, covered in Episode 106, Naka no Oe had Soga no Iruka murdered in court, in front of his mother, Takara Hime, when she sat on the throne the first time.  And yet, though he could have taken the throne when she abdicated in apparent shock, he didn't.  Instead, he took the role of “Crown Prince”, but this wasn't him just sitting back.  In fact, evidence suggests that he used that position to keep a strong hand on the tiller of the ship of state. Prior to the Isshi Incident of 645, the rule of the Yamato sovereign had been eroded by noble court families.  These families, originally set up to serve the court and its administration, had come to dominate the political structures of the court.  The main branch of the Soga family, in particular, had found its way to power through a series of astute political marriages and the support of a new, foreign religion:  Buddhism.  Soga no Iname, Emishi's grandfather, had married his daughters to the sovereigns, and thus created closer ties between the Soga and the royal line.  He also helped ensure that the offspring of those marriages would be the ones to take over as future sovereigns.  Soga no Iname, himself took the position of Oho-omi, the Great Omi, or the Great Minister, the head of the other ministerial families.  As Prime Minister, he held great sway over the day-to-day running of the court, and execution of much of the administration.  Much of this was covered in previous episodes, but especially episodes 88, 90, 91, 92, 95, 98, 99, and 103. Soga no Umako, who succeeded his father as Oho-omi, was joined in his effort to administer the government by his grand-nephew, Prince Umayado, also known as Shotoku Taishi, son of Tachibana no Toyohi, aka Youmei Tennou, and thus grandson of Umako's sister, Kitashi-hime, and the sovereign known as Kimmei Tennou.  Umayado's aunt, sister to Tachibana no Toyohi, was Kashikiya Hime, or Suiko Tennou.  The three of them:  Soga no Umako, Prince Umayado, and Kashikiya Hime, together oversaw the development of Yamato and the spread of Buddhism.  Buddhism was also controversial at first, but they turned it into another source of ritual power for the state—ritual power that Soga no Umako, Prince Umayado, and even Kashikiya Hime were able to harvest for their own use. Unfortunately, the Crown Prince, Umayado, died before Kashikiya hime, suddenly leaving open the question of who would take the throne.  Soga no Umako himself, passed away two years before Kashikiya Hime.  When she in turn passed away, there was another struggle for the throne, this time between the descendants of Crown Prince Umayado and Soga no Umako.  Eventually, Soga no Umako's son and heir, Soga no Emishi, made sure that a more pliant sovereign, Prince Tamura, would take the throne, and Prince Umayado's own son, Prince Yamashiro no Oe, was cut out of the succession.  Soga no Emishi, serving as prime minister, effectively ran things much as his father had.  When Tamura diedhis queen, Takara Hime, took the throne, rather than passing it back to Umayado's line—no doubt with Emishi's blessing.  He was careful, however, not to provoke direct action against Yamashiro no Oe, possibly due to the reverence in which Yamashiro's father, Prince Umayado, aka the Buddhist Saint Shotoku Taishi, was held.  Meanwhile, Emishi appears to have been cultivating his grandson by way of Prince Tamura, Furubito no Oe, to eventually succeed to the throne, trying to duplicate what his own father Umako and even grandfather had been able to accomplish. Soga no Emishi's son, Soga no Iruka, was not quite so temperate, however.   Who would have thought that growing up at the top of the social hierarchy might make one feel a bit arrogant and entitled?   When Soga no Emishi was ill, Soga no Iruka took over as Prime Minister, and he didn't just stand back.  He decided that he needed to take out Furubito no Oe's competition, and so he went after Yamashiro no Oe and had him killed. Unfortunately for him, he apparently went too far.  There were already those who were not happy with the Soga family's close hold on power—or perhaps more appropriately, this particular line of the Soga family.  This kind of behavior allowed a group of discontented royals and nobility to gain support. According to the popular story recounted in the Nihon Shoki, the primary seed of resistance started with a game of kickball, or kemari.  Nakatomi no Kamako, aka Nakatomi no Kamatari, was the scion of his house, which was dedicated to the worship of the traditional kami of Yamato.  The Nakatomi were ritualists: in charge of chanting ritual prayers, or norito, during court ceremony.  This meant that their powerbase was directly challenged by the increasing role of Buddhism, one of the Soga patriarchs' key influences on the political system. Kamatari was feeling out the politics of the court, and seemed to be seeking the support of royal family members who could help challenge the powerful Soga ministers.  He found that support in two places.  First, in Prince Karu, brother to Takara Hime, the current sovereign, who had been on the throne ever since her husband, Tamura, had passed away.  And then there was the Prince Katsuraki, better known to us, today, as Prince Naka no Oe.  A game of kemari, where a group of players tried to keep a ball in the air as long as they could, using only their feet, was a chance to get close to the Prince.  When Naka no Oe's shoe flew off in the middle of the match, Kamatari ran over to retrieve it.  As he offered the shoe back to its owner, they got to talking, and one of the most impactful bromances in Yamato history was born. The two ended up studying together.  The unification of the Yellow River and Yangzi basin regions under the Sui and Tang, and the expansion of the Silk Road, had repercussions felt all the way across the straits in Yamato.  Naka no Oe and Kamatari were both avid students and were absorbing all that the continent had to throw at them about philosophy and good governance.  As is so often the case, it seems like idealistic students were the fertile ground for revolutionary new thoughts. There were problems implementing their vision, however.  Although the Nihon Shoki claims that Naka no Oe was the Crown Prince, that honor was probably given to Prince Furubito no Oe, who would have no doubt perpetuated the existing power structures at court.  This is something that the Chroniclers, or perhaps those before them, glossed over and may have even tried to retconned, to help bolster the case that Naka no Oe was actually working for the common good and not just involved in a naked power grab for himself.  There is also the question as to where Yamashiro no Oe had stood in the succession, as he likely had a fair number of supporters. With the destruction of Yamashiro no Oe's family, however, the balance of power shifted.  Although Soga no Emishi had long been an influential member of the court, and not solely because of his role as Prime Minister, Soga no Iruka was relatively new to power.  Yamashiro no Oe's family, in turn, likely had a fair number of supporters, and even neutral parties may have been turned off by Iruka's violent methods to suppress an opponent who had already been defeated politically.  Naka no Oe and Kamatari seem to have seized on this discontent againt the Soga, but they needed at least one other conspirator.  They achieved this by offering a marriage alliance with Soga no Kurayamada no Ishikawa no Maro, a lesser member of the Soga household, whose own immediate family had been supporters of Yamashiro no Oe, and so likely had plenty of grievances with his cousins.  Naka no Oe married Ishikawa no Maro's daughter, Wochi no Iratsume, also known as Chinu no Iratsume.  Together, these three—Naka no Oe, Kamatari, and Ishikawa no Maro—brought others into their plot, and finally, in 645, they struck.  Soga no Iruka was killed at court, in front of a shocked Takara Hime and Prince Furubito no Oe.  By the way, this is another thing that suggests to me that Furubito no Oe was the Crown Prince, because why was he front and center at the ceremony, while Naka no Oe was able to skulk around at the edges, tending to things like the guards?  After the assassination at the court – the Isshi Incident -- Naka no Oe gathered forces and went after Soga no Emishi, since they knew they couldn't leave him alive.  With both Soga no Emishi and Soga no Iruka dead, and Takara Hime having abdicated the throne in shock at what had just occurred, Naka no Oe could have taken the throne for himself.  However, in what was probably a rather astute move on his part, he chose not to.  He recognized that Furubito no Oe's claim to the throne was possibly stronger, and those who had supported the Soga would not doubt push for him to take the throne.  And so, instead, he pushed for his uncle, Prince Karu, to ascend as sovereign.  Karu was Takara Hime's brother, and they could use Confucian logic regarding deference to one's elders to support him.  Plus, Karu's hands weren't directly bloodied by the recent conflict. As for Prince Furubito, he saw the way that the winds were blowing.  To avoid being another casualty, he retired from the world, taking the vows of a Buddhist monk.  However, there were still supporters who were trying to put him on the throne and eventually he would be killed, to avoid being used as a rallying point. Prince Karu, known as Jomei Tennou, ruled for around a decade. During that time, Naka no Oe and his reformers helped to cultivate a new image of the state as a bureaucratic monarchy.  Naka no Oe was designated the Crown Prince, and Nakatomi no Kamatari was made the “Inner Prime Minister”, or Naidaijin.  Ishikawa no Maro was made the minister of the  Right, while Abe no Uchimaro was made Minister of the Left, and they ran much of the bureaucracy, but the Naidaijin was a role more directly attached to the royal household, and likely meant that Kamatari was outside of their jurisdiction, falling into a position directly supporting Naka no Oe.  They instituted Tang style rank systems, and set up divisions of the entire archipelago.  They appointed governors of the various countries, now seen as provinces, and made them report up to various ministers, and eventually the sovereign.  After all, if you were going to manage everything, you needed to first and foremost collect the data.  This period is known as the Taika, or Great Change, period, and the reforms are known as the Taika reforms, discussed in episode 108. They even built a large government complex in the form of the Toyosaki Palace, in Naniwa, though this may have been a bit much—for more, check out episodes 112 and 113. Years into the project, though, things seem to have soured, a bit.  Rumors and slander turned Kamatari against his ally, Ishikawa no Maro, resulting in the death of Ishikawa no Maro and much of his family.  Naka no Oe and other members of the royal family eventually abandoned the Naniwa palace complex, leaving now-Emperor Karu and the government officials there to run the day-to-day administration, while much of the court made its way back to the Asuka area.  Karu would later pass away, but the throne still did not pass to Crown Prince Naka no Oe, despite his title.  Instead, the throne went back to Takara Hime.  This was her second reign, and one of only two split reigns like this that we know of.  The Chroniclers, who were creating posthumous titles for the sovereigns, gave her two names—Kogyoku Tennou for her reign up to 645, and then Saimei Tennou for her second reign starting in 655.   During her latter reign, Naka no Oe continued to wield power as the Crown Prince, and the Chroniclers don't really get into why she came back into power.  It may be that Naka no Oe, in his role as Crown Prince, had more freedom: although the sovereign is purportedly the person in power, that position can also be limiting.  There are specific things which the sovereign is supposed to do, rituals in which they are expected to partake.  In addition, there were restrictions on who was allowed into the inner sanctum of the palace, and thus limits on who could interact with the sovereign, and how.  That meant that any sovereign was reliant on intermediaries to know what was going on in their state and to carry out their orders.  As Crown Prince, Naka no Oe may have had more flexibility to do the things he wanted to do, and he could always leverage the sovereign's authority. When Baekje was destroyed, and Yamato decided to go to their aid, Naka no Oe appears to have had a strong hand in raising forces and directing movements, at least within the archipelago.  When Takara Hime passed away rather suddenly, he accompanied her funerary procession much of the way back, and then returned to Tsukushi—Kyushu—to direct the war.   This is the same thing that Toyotomi Hideyoshi would do when he sent troops to Korea in the late 16th century.  Moving headquarters closer to the continent would reduce the time between messages.  Theoretically he could have moved out to the islands of Iki or Tsushima, but I suspect that there were more amenities at Tsukushi, where they even built a palace for Takara Hime—and later Naka no Oe—to reside in.  It was likely not quite as spectacular as the full-blown city that Hideyoshi developed in a matter of months, but the court could also leverage the facilities previously created for the Dazaifu. The war took time.  This wasn't like some “wars” that were more like specific military actions.  This was a war that dragged on for several years, with different waves of ships going over to transport people and supplies.  Things came to a head in the 9th month of 663, roughly October or November on the Western calendar.  The Baekje resistance was under siege, and their only hope was a fleet of Yamato soldiers coming to their aid.  The Yamato fleet met with a much smaller Tang fleet at the mouth of the Baek River—the Hakusukinoe.  They attempted to break through the Tang blockade, but the Tang had positional advantage and were eventually able to counterattack, destroying the Yamato fleet.  Without their relief, the Baekje resistance fell. The remnants of the Yamato army, along with those Baekje nobles that were with them, headed out, fleeing back to the archipelago.  One presumes that there may have been other Baekje nobles, and their families, who had already made the trip. After the entry describing this rout, on the 24th day of the 9th month of 663, we have a gap in the Chronicles of just a little more than 4 months.  We then pick up with Naka no Oe's government starting to look at internal affairs.  For one thing, we are told that he selected his younger brother, the Royal Prince Ohoama, as Crown Prince, and he made updates to the cap-rank system, changing it from 19 ranks to 26 ranks.  The first six ranks remained the same, but the name “kwa”, or “flower”, for the 7th through 10th ranks was changed to “Kin”, meaning “brocade”.  Furthermore, a “middle” rank was added between the Upper and Lower ranks, further distinguishing each group, and adding 6 extra ranks.  Finally, the initial rank, Risshin, was divided into two:  Daiken and Shouken.  We aren't told why, but it likely meant that they could have more granular distinctions in rank. At the same time that was going on, the court also awarded long swords to the senior members of the great families, and short swords to the senior members of lesser families.  Below that, senior members of the Tomo no Miyatsuko and others were given shields and bows and arrows.  Furthermore, the vassals, or kakibe, and the domestic retainers, or yakabe, were settled, to use Aston's translation.  The kanji used in the text appears to refer to settling a decision or standardizing something, rather than settling as in giving a place to live.  It seems to me to mean that the court was settling servants on families: determining what kind and how many servants that various houses could have based on their position in the hierarchy.  I can't help but notice that all of these gifts were very martial in nature.  That does not mean, of course, that they were necessarily because of the war over Baekje, nor that they were in response to the concern about a possible Tang invasion -- we've seen in the past where swords were gifted to people who had served the court --but it is hard not to connect these gifts with recent worries.  We also know that this year, Naka no Oe turned his focus on building defenses, setting up guards and beacon fires on the islands of Tsushima and Iki.   Should any unknown fleet be seen coming to the archipelago, the fires would alert the forces at Kyushu, so they could send word and prepare a defense. In addition, the court built an impressive defense for Tsukushi—for the Dazai itself, the seat of the Yamato government in Kyushu.  It is called the Mizuki, or Water Castle, though at the time “castle” was more about walls and fortifications than the standalone fortress we tend to think of, today.  Along those lines, the Mizuki was an earthen embankment, roughly 1.2 kilometers long, extending from a natural ridgeline to the west across the Mikasa river.  Archeological evidence shows it had a moat, and this line of fortifications would have been a line of defense for the Dazai, should anyone try to invade.  This construction was so large and impressive that you can still see it, even today.  It stands out on the terrain, and it is even visible from overhead photographs. In the third month of 664, we are told that Prince Syeongwang of Baekje and his people, were given a residence at Naniwa.  In fact, even though Baekje was no longer an independent kingdom, there appear to have been thousands of Baekje people now living in Yamato, unable to return home.  Many of these were former nobles of the Baekje court, which Yamato treated as a foreign extension of its own.  Resettling these people would be a major theme for the Chronicles, but we will also see, as we read further on, how their talents were leveraged for the state. Also in the third month, a star fell in the north—it says “in the north of the capital”, but I suspect that anywhere north, south, east, or west of the capital would have seen the same thing “in the north”.  There was also an earthquake, which isn't given any particular significance, beyond its mention as a natural phenomenon. On the 17th day of the 5th month of 664, so roughly 2 months later, we are told that Liu Jen'yuan, the Tang dynasty's general in Baekje, sent Guo Wucong  to Yamato with a letter and gifts.  We aren't told the contents of the letter, but one imagines that this may have been a rather tense exchange.  Yamato had just been involved in open warfare against Tang forces on the peninsula, and they still weren't sure if the Tang empire would come after them next.  Their only real hope on that front was Goguryeo, since the Tang and Silla were still trying to destroy the Goguryeo kingdom, and that may have kept the Tang forces tied up for a while.  No doubt Guo Wucong would have seen some of the defenses that Yamato was constructing during his visit. Guo Wucong would hang around for about seven and a half months.  He was given permission to take his leave on the 4th day of the 10th month.  Naka no Oe had his friend and Inner Prime Minister, Nakatomi no Kamatari send the Buddhist Priest, Chisho, with presents for Guo Wucong, and he and his officers were granted entertainments  before they left as well. Finally, Guo Wucong and his people returned to the Tang on the 12th day of the 12th month. While the delegation from the Tang was in Yamato, we are told of several tragedies.  First was that Soga no Murajiko no Oho-omi had passed away.  Soga no Murajiko appears to have been another son of Soga no Kuramaro, and thus brother to Soga no Ishikawa no Maro.  Unfortunately, we don't have much more on him in the record. Just a month later, we are told that the “Dowager Queen” Shima passed away.  Aston translates this as the Queen Grandmother, suggesting that she was Naka no Oe's grandmother. We are also told, that in the 10th month of 664, around the time that Guo Wucong was given leave to depart, that Yeon Gaesomun, the Prime Minister—though perhaps more correctly the despotic ruler—of Goguryeo, died.  It is said that he asked his children to remain united, but, well, even if we didn't know how it all turned out, I think we would look somewhat skeptically on any idea that they all did exactly as they were told.  Sure enough, in 667 we are told that Gaesomun's eldest son, Namseng, left the capital city of Pyongyang to tour the provinces, and while he was gone his younger brothers conspired with the nobility, and when he came back they refused to let him back in.  So Namseng ran off to the Tang court and apparently helped them destroy his own country. This is largely corroborated by other stories about Goguryeo, though the dates do seem to be off.  Tang records put Gaesomun's death around 666 CE, which the Samguk Sagi appears to follow, but on his tomb the date would appear to be 665.  Confusion like this was easy enough given the different dates and trying to cross-check across different regnal eras.  Sure, there were some commonalities, but it was very easy to miscount something. One last note from the twelfth month of 664—it seems that there were omens of apparent prosperity that came to the court from the island of Awaji.    First, there was rice that grew up in a farmer's pig trough.  The farmer's name is given as Shinuta no Fumibito no Mu, and Mu gathered this rice and stored it up, and thus, every day his wealth increased.  Then there was the bridal bed of Iwaki no Sukuri no Oho, of Kurimoto district.  They claimed that rice grew up at the head of his brides' mattress during her first night's stay with him.  And this wasn't just some brand new shoot, but overnight it formed an ear, and by the morning it bent down and ripened.  Then, the following night, another ear was formed.  When the bride went out into the courtyard, two keys fell down from heaven, and after she gave them to her husband, Oho, he went on to become a wealthy man. The exact purpose of these stories is unclear, but it seems to be that the Chroniclers are choosing to focus on stories of wealth and growth, which speak to how they wanted this reign as a whole, including the sovereign, to be remembered. However, more tragedy struck the following year, in 665,  when Hashibito, another Dowager Queen – this time the wife of Karu, aka Koutoku Tennou - passed away on the 25th day of the 2nd month.  On the first day of the 3rd month, 330 people took Buddhist vows for her sake. We are also told that in the second month the ranks of Baekje were cross-referenced with the ranks of Yamato, and then ranks were given out to some of the Baekje nobles that had come over to Yamato.  Kwisil Chipsa, who was originally ranked “Dalsol” in Baekje, was accorded “Lower Shoukin”.  That was rank 12 of the 26.  In comparison, “Dalsol” seems to have been the 2nd rank of 16 in Baekje.  Along with handing out rank, over 400 Baekje commoners, both men and women, were given residence in the Kanzaki district in Afumi.  This appears to be an area along the Aichi river, running from the Suzuka Mountains, west towards Lake Biwa. The court granted them rice-lands in the following month.  At the same time, several high ranking Baekje nobles were put in charge of building castles at strategic points around the archipelago.  These included one castle in Nagato, as well as the castles of Ohono and Woyogi, in Tsukushi.  Two years later, in 667, we also see the building of Takayasu castle, in Yamato and Yashima castle in Yamada, in Sanuki—modern Kagawa, on Shikoku, facing the Seto Inland Sea passageway.  Kaneda castle in Tsushima was also a Baekje-built one. We mentioned something about these castles last episode.  They were in the Baekje style, and as I said, the term “castle” here is more about the walls, which were largely made of rammed earth ramparts.  This means that you pile up earth and dirt in a layer and then the laborers use tools specifically to tamp it down until it is thick and hard.  Then another layer is piled on top and the process is repeated.  These walls were often placed on mountain tops, and they would follow the terrain, making them places that were easy to defend.  Beyond that, they didn't necessarily have a donjon keep or anything like that—maybe a tower so that one could see a little further, but being at the top of a mountain usually provided all the visual cues that one needed. We know there were other castles made as well.  For example, I mentioned last week about Kinojo, in Okayama, the ancient Kibi area.  Kinojo is not mentioned in the Nihon Shoki, but it clearly existed back then, and matches the general description of a 7th century mountain castle as built in Baekje.  The name means Demon Castle, and there is a story about it that is connected to the local Kibitsu Jinja—the Shrine to Prince Kibi.  According to legend, Kibitsu Hiko, aka Prince Kibitsu or, perhaps more appropriately, the Prince of Kibi, came to the area around the time of the Mimaki Iribiko, so probably about the 3rd century, at the head of a large force.  Kibitsu Hiko had come to defeat the demon, Ura, who lived in the nearby castle, hence Kinojo, and legend says that he freed the people from the demon's rule. As I also mentioned, last week, this particular castle may have ended up in the Momotaro story.  There are those who believe that the story of Momotarou is based on the story of Prince Kibitsu Hiko, and his defeat of the so-called demon, “Ura”.   Certainly the story has grown more fantastical, and less connected to the ancient history of the Kibi region, but it still may have its origin in a much more standard legend of a founding prince of the ancient Kibi kingdom that was later changed into a fairy tale.   More likely, the castle was built by a Baekje nobleman, often thought to be a prince, who settled in the area.  There is the possibility that the demon's name “Ura” came from a mistranslation of his name, or it is also possible that he was unrelated to the story at all.  The Kibitsu Hiko legend may have incorporated the castle, Kinojo, at a later date, once people had forgotten when and why the castle was actually built. It would make sense if Kinojo had been built as part of the defenses for Yamato, as that area overlooks a large part of the fertile plains of Okayama and out beyond Kojima to the Seto Inland Sea -- it is perched over a key overland route from the western edge of Honshu to Yamato, and there would have been several ways to signal boats to put to sea to intercept forces on the water.  . This all suggests to me that Kinojo was probably part of Naka no Oe's castle-building effort, even if it isn't specifically remembered in the Chronicle.  But building castles wasn't enough to bring peace of mind that Yamato would survive a Tang invasion, and it is possibly as a defensive measure that Naka no Oe would go on to do something truly incredible—he would eventually move the capital from Asuka and Naniwa all the way to the shores of Lake Biwa itself, establishing the Ohotsu palace.  This was a truly extreme step that didn't endear Naka no Oe to the court, but it had several advantages.  For one thing, this move pulled the capital further away from the sea routes, meaning that if they were attacked, they had a more defensible position.  Even more so than Yamato, the Afumi region around Lake Biwa is surrounded by mountains, with a few narrow passes that restricted movement in and out. One of these is the famous Sekigahara, which remained a choke point even up to modern times.  The name even means the Field of the Barrier, indicating the barrier and checkpoint that had been set up there in ancient times.  Moving the capital also pulled the court away from some of the previous political centers, which may have been another feature that made it attractive to Naka no Oe.  Many capital moves have been made, at least in part, to get farther away from strong Buddhist temples, and this certainly would have moved things out of the Asuka region, which by now was a hotbed of Buddhist temple activity. But we'll talk about that all more, next episode.  Until then, thank you once again for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/japanese-studies

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/east-asian-studies

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/gender-studies

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/chinese-studies

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/law

In Geographies of Gender: Family and Law in Imperial Japan and Colonial Taiwan (Cambridge University Press, 2024) Dr. Tadashi Ishikawa traces perceptions and practices of gender in the Japanese empire on the occasion of Japan's colonisation of Taiwan from 1895. In the 1910s, metropolitan and colonial authorities attempted social reform in ways which particularly impacted on family traditions and, therefore, gender relations, paving the way for the politics of comparison within and beyond the empire. In Geographies of Gender, Dr. Ishikawa delves into a variety of diplomatic issues, colonial and anticolonial discourses, and judicial cases, finding marriage gifts, daughter adoption, and premarital sexual relationships to be sites of tension between norms and ideals among both elite and ordinary men and women. He explores how the Japanese empire became a gendered space from the 1910s through the outbreak of the Second Sino-Japanese War in 1937, arguing that gender norms were both unsettled and reinforced in ways which highlight the instability of metropole-colony relations. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Let's face it, most of the popular podcasts out there are dumb. NBN features scholars (like you!), providing an enriching alternative to students. We partner with presses like Oxford, Princeton, and Cambridge to make academic research accessible to all. Please consider sharing the New Books Network with your students. Download this poster here to spread the word. Please share this interview on Instagram, LinkedIn, or Bluesky. Don't forget to subscribe to our Substack here to receive our weekly newsletter. 150 million lifetime downloads. Advertise on the New Books Network. Watch our promotional video. Learn how to make the most of our library.

Last time we spoke about Yamato's Last Stand. In the spring of 1945, as WW2 intensified, the US Marines commenced a fierce assault on Okinawa. Amidst heavy bombardment, the Japanese 32nd Army fortified their positions, preparing for a desperate counteroffensive. Codenamed Operation Ten-Ichi-Go, Japan's final bid involved the legendary battleship Yamato, tasked with a suicidal mission to confront the American fleet. On April 7, 1945, as the Yamato sailed towards its fate, American forces were ready. Hundreds of aircraft descended upon the ship in a coordinated attack, unleashing bombs and torpedoes. Despite its infamous firepower, Yamato struggled against the relentless onslaught. With its systems failing, Captain Aruga and Admiral Ito made the agonizing decision to go down with their ship. As the proud battleship sank, it symbolized both Japan's indomitable spirit and the crushing weight of defeat, forever etching its story into the annals of military history. This episode is the First Okinawa Counteroffensive Welcome to the Pacific War Podcast Week by Week, 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 world war two? Kings and Generals have an assortment of episodes on world war two 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 you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  Picking up from last time. The Japanese naval-air counteroffensive against Admiral Spruance's forces at Okinawa had been decisively defeated with minimal losses, allowing General Buckner's 10th Army to proceed with the land offensive largely without interference. While General Geiger's Marines advanced toward the sparse Japanese defenses in northern Okinawa, General Hodge's 24th Corps in the south encountered the main enemy line of resistance centered around the Shuri fortified zone. Initially, the 32nd Army had declined to launch a land counteroffensive in conjunction with Operation Ten-Go and the Yamato's suicide attack, fearing that the Americans might execute another amphibious landing at Machinato while the Japanese wasted their strength in a futile effort to reclaim the airfields. However, pressure from Tokyo and Formosa compelled General Ushijima to resume planning for this operation. Ultimately, it was decided that instead of initiating a broad counterattack, the Japanese would deploy a brigade-strength force overnight on April 12 to breach the American lines and advance approximately six miles. If successful, this would be followed by a general attack. Accordingly, Colonel Yoshida Masaru's 22nd Regiment was assigned to the 62nd Division and assembled northeast of Shuri, tasked with attacking through enemy lines east of the Ginowan Road and advancing toward Shimabuku. To bolster this offensive, General Fujioka was also instructed to deploy three reserve battalions for a three-pronged attack from the west aimed at Chatan. However, Colonel Yahara, 32nd Army operations chief, strongly opposed the counterattack plan, feeling that it was not in keeping with the army's defensive mission and that it would waste men. He succeeded in getting the 1st Battalion of the 22d Regiment and elements of the 23d IIB cut from the counterattack force. He made a dire prediction that the infiltrating units, unfamiliar with the terrain in their attack sectors, would get lost, confused, and cut to pieces during a night assault. Taking a sidenote here, I read Yahara's rather famous novel about his experience of the battle for Okinawa and I highly recommend it to all of you. It's a great insight into the perspective of the Japanese and how the leadership were beginning to change their mind on how to go about the war. Yahara, acting without Ushijima's knowledge, advised Fujioka to commit only four battalions to the attack, predicting it would inevitably fail. Meanwhile, the American offensive was still in progress. On April 9, as Major-General George Griner's 27th Division landed at the Orange Beaches near Kadena, the ships of Colonel Waltern Winn's 105th Regiment met with Admiral Blandy's Eastern Islands Attack and Fire Support Group at the Kerama Islands, preparing to move to Tsugen Island overnight. Following a preliminary air and naval bombardment, which saw some Japanese mortar fire in response, Winn's 3rd Battalion successfully landed on the morning of April 10. The Americans then advanced inland with light resistance, quickly securing the northern part of the island but failing to overrun the entrenched enemy positions in Tsugen village. The assault continued the next day against persistent opposition, but organized resistance gradually diminished, allowing the Americans to secure the rest of the island by nightfall, marking the conclusion of the Eastern Islands operation. On April 11, General Shepherd's Marines continued to probe for the main enemy positions in northern Okinawa; the 1st Battalion, 22nd Marines patrolled eastward from their new base at Shana Wan, while the 29th Marines advanced toward Manna. Due to this progress, Buckner decided to fully merge Phases I and II, ordering the 77th Division to capture Iejima on April 16. To the south, Colonel Albert Stebbins's 106th Regiment was attached to the 96th Division, moving toward that division's reserve area, while Colonel Gerard Kelley's 165th Regiment relieved the 17th Regiment in the corps service area. Most significantly, General Bradley continued his attacks on Kakazu Ridge, with the 1st Battalion, 381st Regiment attempting to assault the western slopes but halted short of the ridge crest by determined defenders. At the same time, the 3rd Battalion, 383rd Regiment pushed up the northwest slopes of Kakazu Ridge but was also pinned down by intense Japanese fire. Simultaneously, following an intense artillery bombardment, the 1st Battalion of the 32nd Regiment finally succeeded in breaking into Ouki. However, additional reinforcements were thwarted by heavy Japanese fire, forcing the troops to retreat. With no further advancements, the 7th Division and the 382nd Regiment were relegated to patrolling and mopping up their designated areas over the next few days. At sea, Admiral Ugaki resumed his kamikaze assaults that day, damaging the carriers Essex and Enterprise, the battleship Missouri, and eight destroyers. However, his primary operation commenced on April 12, when he launched approximately 380 aircraft for a second mass Kikisui attack, primarily targeting Admiral Turner's Task Force 51 west of Okinawa. Thanks to cryptanalysis warnings, Turner scrambled his own fighter planes, which successfully shot down 298 Japanese aircraft. Despite attempting numerous missions, Kanoya's specially trained 721st Kokutai Jinrai-Butai “Divine Thunder” unit had so far failed to launch a single Ohka suicide rocket against the Americans. On April 12, however, eight Betty bombers would finally launch six Ohkas against the 5th Fleet, although five Betties never returned. At RPS-14, about 70nm northwest of Okinawa, a Zero plowed into Mannert L. Abele's engine room at 14:40, its 500lb bomb exploding and leaving the destroyer dead in the water. One minute later an Ohka came screaming in at 575mph, slammed into Mannert L. Abele and exploded. She sank in five minutes, losing 97 dead. Mannert L. Abele was the first destroyer hit by an Ohka and the last sunk by one. Destroyer-minesweeper Jeffers, en route to assist Mannert L. Abele, observed a twin-engined bomber eight miles away drop a smoking “belly tank” that suddenly rocketed towards Jeffers “at terrific speed.” Numerous 40mm hits and hard maneuvering saw the Ohka miss Jeffers astern and disintegrate. Additionally 3 battleships, 14 destroyers, 2 destroyer minesweepers, and another landing craft were damaged. Meanwhile, Admiral Rawlings' Task Force 57 was ordered to strike the Shinchiku and Matsuyama airfields in northern Formosa, and over the next two days, 48 Avengers and 40 fighters successfully attacked Shinchiku and Kiirun Harbor. On Okinawa, the 6th Reconnaissance Company captured Bise Saki with minimal resistance, while the 29th Marines faced significant opposition southeast of Manna near Mount Yae-Take, indicating where the main enemy forces were located. This prompted Shepherd to reposition the 3rd Battalion, 22nd Marines to Awa as his new divisional reserve. At the same time, Japanese guerrillas managed to retake Ishikawa, which they would hold for the following two days. Facing south, the 96th Division made another attempt to capture Kakazu but was once again thwarted by the determined defenders. By this time, approximately 5,750 Japanese soldiers were estimated to have been killed in the southern region, while the 24th Corps suffered losses of 451 men killed, 2,198 wounded, and 241 missing. In the afternoon of April 12, 1945, in Warm Springs, Georgia, while sitting for a portrait by Elizabeth Shoumatoff, President Franklin D. Roosevelt said: "I have a terrific headache." He then slumped forward in his chair, unconscious, and was carried into his bedroom. The president's attending cardiologist, Howard Bruenn, diagnosed a massive intracerebral hemorrhage. At 3:35 pm, Roosevelt died at the age of 63. His declining health had been kept secret from the public, leading to shock and sorrow worldwide upon the news of his death. Harry Truman, who was serving as vice president in 1945, succeeded FDR as president. Meanwhile, back in Okinawa, Fujioka initiated his counteroffensive after a heavy artillery bombardment, advancing his four battalions to secretly infiltrate the American lines. On the eastern front, the 22nd Regiment struggled to advance due to becoming disoriented in unfamiliar terrain.  The night attacks suffered from several unexpected problems. Heavy shelling had changed the landscape, blasting away villages and thickets, so that even though night infiltrators knew their maps and thought they knew the terrain, they lacked the landmarks needed to tell them where they actually were. Moreover, frequent illumination shells forced the eyes of night infiltrators to adjust so many times that their capacity to adjust was lost. They became temporarily blinded and so were unable to move. Because of the unfamiliar terrain and flash blindness, the Japanese night fighters had difficulty reaching their assigned objectives. In fact, it was hard for them to reach their jumping-off points. Continuous naval bombardment of crossroads and bridges forced units to rush across in small groups between shells so that the units became strung out on the roads and difficult to control. It was hard to move heavy ammunition and supplies forward because of these interdiction points and the generally churned up roads. Even when units reached their northward assembly points safely by night, they were immediately exposed to aerial observation and artillery fire at dawn, since they lacked enough time to dig in. Units that attacked across American lines safely in darkness had the same problem: they lacked time to dig in and so were utterly exposed to artillery fire at morning light. Night attacks, like flanking maneuvers, were a kind of cure-all in prewar Japanese doctrine. But they failed to provide the expeditious results on Okinawa that IJA doctrine had led the 32d Army Staff to expect. Consequently, Yoshida's four infiltration attempts, each involving about a squad, were effectively repelled by troops from the 32nd, 184th, and 382nd Regiments before midnight. The only significant attack came from around 45 Japanese soldiers against the positions held by Company G of the 184th, which quickly returned fire, forcing the enemy to retreat to their caves and trenches. In contrast, the assault on the 96th Division on the western front was intense, sustained, and well-coordinated. The forward units of Major-General Nakajima Tokutaro's 63rd Brigade launched their own local offensive to maintain pressure on the thin line held by the 382nd and 383rd Regiments, while elements from the 23rd, 272nd, and 273rd Independent Battalions infiltrated the American lines and moved into the Ginowan area. The majority of the 272nd Division launched an assault on American positions at Kakazu Ridge, enduring intense naval and artillery fire but ultimately being repelled by the determined defenders after several hours of combat. By morning, the bodies of 317 enemy soldiers were counted on the ridge, whereas the Americans suffered 50 casualties. Meanwhile, the 273rd Division attacked along the west coast against the recently arrived 2nd Battalion of the 106th Regiment, which decisively repelled the Japanese assault and nearly annihilated the independent battalion. Despite this, some units from the 23rd and 272nd Independent Battalions managed to penetrate approximately 1,000 yards behind American lines between Nishibaru and Kaniku but became isolated after dawn on April 13. Throughout the day, Bradley's troops worked to eliminate these infiltrators, many of whom detonated explosives when trapped. When these units retreated into Japanese lines later that night, only half of their original numbers had survived. Just before midnight, the reserve 9th Company of the 22nd Regiment launched an attack against the 184th Regiment following preparatory artillery fire, but this offensive was quickly disrupted by artillery, mortars, and machine-gun fire. On April 14, Nakajima's forces attempted two more assaults on Kakazu in the early hours, but these attempts were similarly thwarted by artillery and machine-gun fire. Given the failures of the offensives, Ushijima had no choice but to order a suspension of the attack, resulting in a shift to a defensive posture for the Japanese. Over the two days of combat, the 24th Corps reported killing 1,594 Japanese soldiers and capturing four, with losses of fewer than 100 American troops. In the northern region, an extensive air and naval bombardment of Iejima commenced while the Fleet Marine Force Amphibious Reconnaissance Battalion landed on Minna Island, securing it without encountering resistance to position artillery units for General Bruce's upcoming attack, which would involve the 305th and 306th Regiments. Meanwhile, in northern Okinawa, the 29th Marines continued to advance against enemy positions at Yae-Take through vigorous patrolling, preparing for a morning assault the next day. Concerned about the pace of progress, Shepherd relieved Colonel Bleasdale of command, replacing him with veteran Colonel William Whaling. However, Shepherd recognized that taking the 1,200-foot summit would require more than one regiment, so he ordered the 4th Marines to move from the east coast to Yofuke and then to the southwest corner of the Motobu Peninsula. Additionally, Colonel Shapley's 3rd Battalion was tasked with moving to Kawada, while the reinforced 2nd Battalion of the 22nd Marines rapidly advanced up the west coast to secure Hedo Misaki. On April 14, Shepherd initiated a coordinated assault on Yae-Take, with Whaling's 3rd Battalion and Shapley's 2nd Battalion advancing from the area around Toguchi against unexpectedly light resistance, while the rest of the 29th Marines moved out from Itomi to clear the Itomi-Toguchi Road. Although the eastern front faced strong opposition and required a change in strategy to advance southwesterly for better elevation advantage, rapid progress was made on the west, prompting Shapley to commit his reserve 1st Battalion to secure the exposed right flank. At the same time, Whaling's 3rd Battalion and Shapley's 2nd Battalion continued their advance against significantly strengthened enemy resistance, ultimately capturing another ridge located 1,000 yards ahead. Initial opposition consisted of small enemy groups. These hostile covering forces employed every available means to delay and disorganize the advance, and to mislead the attackers as to the location of the battle position. The Japanese would lie in concealment, with weapons zeroed in on a portion of a trail, allowing a considerable number of Marines to pass before opening up on a choice target. An entire platoon was permitted to pass a point on a trail without interference, but when the company commander reached that point with his headquarters section, a burst of machine-gun fire killed him and several others. Officer casualties were excessively high. In an area in which there had been no firing for over half an hour, Major Bernard W. Green, commanding the 1st Battalion, 4th Marines, was killed instantly by machine-gun fire. No one else was hurt, although Major Green was standing with his operations and intelligence officers on either side of him. Lieutenant Colonel Fred D. Beans, Regimental Executive Officer, assumed command of the battalion. "It was like fighting a phantom enemy." For while the hills and ravines were apparently swarming with Japanese, it was difficult to close with them. The small enemy groups, usually built around a heavy Hotchkiss machine gun augmented by Nambus, would frequently change positions in the dense vegetation. Hostile volleys elicited furious Marine fusillades into the area from whence the firing had come. But after laboriously working their way to the spot, the Marines came upon only an occasional bloodstain on the ground. Neither live nor dead Japanese were to be found. One Marine registered his impression of these tactics by blurting out, "Jeez, they've all got Nambus, but where are they?" Meanwhile, the 29th Marines advanced 800 yards up steep slopes despite facing fierce opposition; however, the 1st Battalion eventually found itself pinned down by intense Japanese gunfire. Additionally, Shapley's 3rd Battalion crossed the island via motor march to relieve the 3rd Battalion of the 22nd Marines in division reserve, which then returned to its patrol base at Majiya. To the south, Hodge recognized the need for a full-scale effort to penetrate the fortified Shuri area, so he scheduled a corps attack involving three divisions abreast for April 19. In preparation, he dedicated the following four days to organizing the assault, with the 27th Division taking over from the 96th Division in the western region of its zone, while smaller local attacks were conducted to enhance forward positions. Aware of the impending major attack, the Japanese used this preparatory period to bolster their defenses with additional supporting weapons. Back to the north, on April 15, most of the 29th Marines consolidated their defenses on high ground and exerted constant pressure on the rear of the Yae-Take position through vigorous patrols to the west and northwest. On the other hand, Whaling's 3rd Battalion advanced east and south approximately 900 yards amidst heavy machine-gun, mortar, and artillery fire before being halted by a strong enemy position on Hill 210. Additionally, the 4th Marines faced fierce resistance as Shapley's battalions finally secured Hill 200 and a critical hill mass just southwest of Yae-Take. Fully aware that his primary positions would soon be overrun, Colonel Udo decided to transition to guerrilla tactics by nightfall, relocating his command to the mountainous regions of northern Okinawa via Itomi. In light of these developments, the 1st Battalion, 22nd Marines was placed into division reserve at Awa to allow Shapley's 3rd Battalion to prepare for the following day's assault. On April 16, the offensive resumed, with Whaling's 3rd Battalion swiftly capturing Hill 210 in conjunction with Shapley's 2nd Battalion. Meanwhile, the rest of the 4th Marines secured a ridge just below Yae-Take by midday, while the 29th Marines applied continuous pressure on the rear of Udo's fortified stronghold. While the 4th Marines was storming the fortified position on Yae-Take, the 29th Marines maintained relentless pressure against its rear. The opposition which faced the 29th was similar to that on the front of the 4th. From log-revetted bunkers and occasional concrete emplacements the enemy resisted the advance with increasing stubbornness, supported by machine-guns, mortars, and artillery concealed in ravines and in caves on the high ground. Rugged terrain and an acute supply situation also contributed to the difficulties confronting the 29th Marines in accomplishing its task of clearing the high ground flanking the Itomi-Toguchi Road. The enemy displayed his usual ability to exploit the terrain and derived the maximum benefit from his weapons emplaced in caves and pits and concealed by natural cover. Particularly noteworthy was his use of 20mm dual-purpose cannon against personnel. Fire from these weapons on battalion CPs was a daily occurrence. All roads and natural avenues of approach were covered. Any attempt to move over the easier routes was met with bitter and effective resistance. Consequently, "the method of reducing the enemy positions followed a pattern of 'ridgehopping'," covered by the fires of all supporting weapons. This tactic enabled the attacker to envelop the hostile defenses and reduce them in detail. Numerous abandoned positions and weapons encountered by the 29th indicated that the determination of the Japanese to resist diminished considerably when they were taken from the flank. In contrast to a coordinated advance with all units in contact across a broad front, the action in the zone of the 29th Marines was characterized by attacks that, even when delivered simultaneously, constituted a series of local patrol actions to seize critical positions, followed by mopping up activity within the area. In the afternoon, Shapley's 1st and 3rd Battalions assaulted the formidable mountain, gradually making their way up the steep slope under light and scattered small-arms fire. However, as the Marines reached the peak, they encountered intense fire at close range, which quickly forced them to pull back. After a fierce and close engagement, the 1st Battalion ultimately regained control of Yae-Take, managing to hold the summit against strong Japanese counterattacks, aided by artillery support and Shapley's 2nd Battalion. Meanwhile, at dawn on April 16, two battleships, four cruisers, and seven destroyers under Rear-Admiral Bertram Rodgers launched a heavy bombardment on Iejima, while aircraft bombed and rocketed the island, dropping tanks of napalm on and behind the beaches. Approximately 2,000 Japanese troops, led by Major Igawa Masashi, had destroyed Iejima's airfields and strengthened the central eastern region of the island in an effort to entice the invaders to approach the vulnerable southeastern beaches. Their aim was to annihilate them with concentrated fire from numerous hidden positions in the Pinnacle and the town of Ie. However, the Americans saw through this strategy. Bruce's plan involved landing Lieutenant-Colonel Joseph Coolidge's 305th Regiment on the Red Beaches along the southern coast of Iejima and Colonel Aubrey Smith's 306th Regiment on the Green Beach at the island's southwest tip. The 305th was tasked with advancing eastward to capture additional landing areas, while the 306th was to move north and take control of the airfield. Both regiments would then focus on neutralizing enemy strongholds at the island's eastern end. Following intense air and naval bombardments, amphibious tanks and subsequent waves of amphibious tractors surged toward the landing beaches that morning, supported by rocket fire from LCI gunboats. At 07:58, the forward elements of the 1st Battalion, 305th Regiment successfully landed on the southern coast of Iejima, just south of the airfield, while the 3rd Battalion landed on a different beach, 600 yards to the left, three minutes later. At 08:07, the first waves of the 306th Regiment made landfall on Green Beach. The 305th moved swiftly inland over high dunes and then turned east toward Ie, while the 306th advanced 2,000 yards inland to the airfield's western edge, with the reserve 3rd Battalion securing the island's western end. By the afternoon, the troops advanced rapidly, seizing the airfield with only light resistance, achieving a total gain of about 5,500 yards by nightfall. Conversely, the 305th faced stiffer opposition on its way to Ie, managing to advance only about 800 yards eastward while defending against strong nighttime counterattacks. During the night of 16 April the enemy launched a coordinated attack on the 3d Battalion of the 305th. The attack came with suicidal recklessness. The Japanese were supported by mortars and 70-mm. guns, and were armed with small arms, sharpened stakes, bags of hand grenades, and literally hundreds of satchel charges, some of which had been improvised from mortar shells. Japanese worked up to the perimeters in small groups and either threw their satchel charges at close range or blew themselves up in an effort to take Americans with them. Some of the human bombs were successful, but most of the Japanese were killed before they came within effective range. One American had his arm broken by the flying leg of a Japanese soldier who had blown himself up. After hours of wild fighting in the dark the enemy withdrew, leaving 152 of his dead in and around the 3d Battalion's position.  While back at sea, Admiral Mitscher's Task Force 58 had effectively launched attacks on Amami Oshima, Tokunoshima, Kikaijima, and southern Kyushu over the past four days, the Japanese responded with a series of scattered kamikaze assaults that caused damage to the battleship New York and four destroyers. On April 16, Ugaki initiated his third large-scale Kikisui attack, acutely aware that another failure in the air could spell the doom of Operation Ten-Go. Despite Mitscher's preemptive strikes against Kyushu, where Americans claimed to have destroyed 202 aircraft and damaged 79 at the cost of only nine planes, at least 289 Japanese attackers were still able to launch missions against Spruance's 5th Fleet. Although American interceptors and anti-aircraft fire recorded another 217 kills, the surviving kamikaze pilots managed to sink the destroyer Pringle and inflict damage on the carrier Intrepid, the battleship Missouri, three destroyers, two destroyer minesweepers, and two landing craft. Notably, the destroyer Laffey withstood six kamikaze impacts, four bomb hits, and numerous strafing runs, resulting in 32 fatalities and 71 injuries among its crew. The following day, a smaller attack on April 17 resulted in additional damage to the light carrier Bataan and one destroyer, yet Americans claimed another 49 kills. However, Ugaki had exhausted much of his strength since the invasion began and was left with approximately 598 operational planes. Meanwhile, fighting continued in northern Okinawa, where some surviving troops from Udo advanced toward Nakaoshi to escape the Motobu Peninsula. Supported by heavy artillery barrages and battleship gunfire, the 29th Marines slowly progressed over challenging terrain, encountering only light resistance, as they successfully secured the mountainous area ahead and connected with the 4th Marines. Shapley's 1st and 3rd Battalions continued their push northward toward the Itomi-Toguchi Road, swiftly advancing downhill and completely overwhelming all Japanese defenses in the region. By nightfall, the 4th and 29th Marines had positioned themselves along the elevated terrain overlooking the Itomi-Toguchi Road. The 305th resumed its assault, aiming to capture the high ground behind Red Beaches 3 and 4. The 1st Battalion encountered only minimal resistance along the coast, allowing them to make significant progress, while the 3rd Battalion quickly secured the high ground in its area before being halted by intense machine-gun fire from caves in the coral slopes to the north. A maneuvering strategy followed by an infantry-tank assault eventually neutralized this enemy position, enabling the advance to continue steadily until the 3rd Battalion reached the outskirts of Ie. Due to the strong resistance faced, Bruce opted to deploy Colonel Stephen Hamilton's 307th Regiment on the beaches southwest of Ie. The 2nd and 3rd Battalions were subsequently landed there and launched an attack northeast, quickly advancing approximately 400 yards despite increasingly fierce resistance, ultimately being halted by heavy enemy fire from Bloody Ridge and Government House Hill. Meanwhile, the 306th Regiment maintained its defensive position while probing the enemy's fortifications around Iegusugu. The next day, the 306th began to pivot its right flank and launched an attack toward the Pinnacle with two battalions, making notable progress throughout the day. Concurrently, the 307th continued its advance into Ie despite facing heavy resistance, quickly reaching a standstill in front of Government House Hill. As a result, with the 2nd Battalion effectively immobilized, the decision was made to deploy the 3rd Battalion around to the right flank to launch an assault toward the northeast in the eastern part of the town, while the 3rd Battalion of the 305th Regiment advanced eastward toward Iegusugu. After a heavy preparation by the artillery on Minna Shima, the 3d Battalion, 305th, attacked at 1130 on an 800-yard front. A house-to-house fight ensued amid the rubble of Ie. "Every street became a phase line," one observer reported. The necessity of forming a connecting link over the wide area between the 306th and the 307th made the fight harder. Artillery was ineffective against many enemy positions and could not be used freely because other friendly units were so close by. Self-propelled guns were held up by mines and debris in the narrow streets. After working about halfway through the northwestern section of the town, the troops withdrew to a more secure position on the outskirts, their right (south) flank then being 500 yards west of Government House Hill, and their left (north) flank 100 yards west of the base of Iegusugu. They had made a net gain of only about 350 yards for the day. Similarly, Hamilton's 3rd Battalion achieved moderate success, advancing to a position 300 yards north of the village of Agarii-mae. To protect its right flank, the 1st Battalion of the 305th Regiment positioned itself alongside the 3rd Battalion of the 307th Regiment and launched a northern attack, gaining approximately 1000 yards by day's end before withdrawing to a position about 600 yards east of Agarii-mae. Medium tanks and self-propelled guns covered the gap that developed between the two battalions of the 307th. These weapons put direct fire into caves, pillboxes, and enemy gun positions in the town of Ie and the Pinnacle. They could not be moved close to the enemy positions, however; deadly machine-gun and mortar fire held the infantry back and left the armor vulnerable to suicide attacks by Japanese armed with satchel charges, who hid in holes until the tanks and guns came within range. Meanwhile, after four days of intense fighting, activities in the Motobu area on April 18 were limited to reorganization, consolidating the gains from the previous day, patrolling the Itomi-Toguchi Road, and resupplying. Looking south, Griner called for a nighttime preliminary attack to secure the Machinato Inlet and the Urasoe-Mura Escarpment. As the area was shrouded in smoke during the afternoon, Company G of the 106th Regiment swiftly crossed the inlet and successfully secured Machinato by nightfall, while bridges were constructed at the inlet. The 106th then moved across the bridges, stealthily advancing toward the Urasoe-Mura Escarpment without encountering opposition. Near the summit, the troops launched a surprise ambush against the defenders, ultimately forcing the Japanese to retreat in chaos. With the escarpment secured by dawn, the 106th was prepared to participate in the general attack to the south. 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 first Okinawa counteroffensive, as part of Operation Ten-Ichi-Go was not achieving results. Despite overwhelming sacrifices of men and supplies, it seemed hopeless for the Japanese on Okinawa. Those like Colonel Yahara could see the paint on the wall, much to their growing depression.

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Last time we spoke about the invasion of Iwo Jima. In March 1945, as the Pacific War raged, the US Marines began and invasion of Iwo Jima while Allied forces advanced across the Philippines. The Japanese formed the 32nd Army to defend the island, but faced shortages of supplies and equipment. They mobilized Okinawan civilians for support and constructed extensive fortifications. The Americans launched Operation Iceberg, neutralizing enemy air facilities in the Ryukyus, Kyushu, and Formosa. Task Force 58 and other air forces struck Japanese targets, while Spruance's 5th Fleet prepared to land Buckner's 10th Army. Initial landings occurred in the Kerama Islands, followed by the main assault on April 1 on Okinawa's Hagushi beaches. Despite heavy bombardment, Japanese defenses remained concealed. The Americans encountered minimal resistance initially, but the stage was set for a bloody and brutal battle. This episode is Yamato's Last Stand Welcome to the Pacific War Podcast Week by Week, 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 world war two? Kings and Generals have an assortment of episodes on world war two 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 you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  As we last left off, Admirals Turner and Spruance successfully landed over 60,000 troops from General Buckner's 10th Army on the Hagushi beaches of Okinawa with minimal resistance. In response, General Ushijima's main forces remained inactive in their underground positions in the south, having effectively endured the continuous naval and air assaults from the enemy. However, under pressure from higher authorities in Tokyo and Formosa, the 32nd Army began to develop plans for a general counteroffensive aimed at the Yontan and Kadena airfields, utilizing nighttime infiltration and close combat tactics. The primary response, however, was expected to come from the air. As part of Operation Ten-Go, all Army and Navy air forces stationed in the Home Islands were to focus their efforts in the East China Sea to execute a series of coordinated mass air strikes against enemy transport and carrier task forces, collectively referred to as the Kikisui attacks. Japan's wartime terminology exploited the distinctively poetic and euphemistic nature of the Japanese language. The informal term kamikaze actually means “divine wind.” Specifically, kamikaze refers to the typhoons that miraculously wrecked Kublai Khan's Mongol–Koryo invasion fleets in 1274. Like “blitzkrieg”, the unofficial term “kamikaze” was mostly used by Allied journalists. The IJN and IJA officially called suicide attack units tokubetsu kogekitai, meaning “special attack unit.” This was usually shortened to tokkutai, with tokko both noun and adjective meaning “special” i.e. suicide. Kikisui was the codename for the ten mass kamikaze attacks off Okinawa against the Allied fleet. Kikisui means “floating chrysanthemum,” which was the war emblem of legendary 14th-century samurai Masashige Kusinoke, a national exemplar of sacrificial devotion to the Emperor. Ten-Go had been initiated on March 26, following the initial landings on the Kerama Islands; however, by the time of the invasion, Admiral Toyoda's disorganized Combined Fleet was unable to carry out any large-scale kamikaze attacks, as it was still consolidating approximately 3,000 aircraft in Kyushu. Additionally, encouraged by Emperor Hirohito, Toyoda momentarily sanctioned a dramatic, one-way suicide mission involving the superbattleship Yamato and Rear-Admiral Komura Keizo's 2nd Destroyer Squadron, aimed at destroying Spruance's invasion fleet. This surface attack mission, codenamed Ten-Ichi-Go and led by Vice-Admiral Ito Seiichi of the 2nd Fleet, vaguely suggested that if Yamato reached Okinawa, she would ground herself as an artillery platform while her crew disembarked as naval infantry. Nonetheless, the chances of success for this mission were slim; it was primarily intended for the Imperial Japanese Navy to maintain its honor. On April 2, while General Watson's 2nd Marine Division conducted another demonstration off the southeast beaches, American forces prepared to advance eastward. In the south, benefiting from ideal weather and minimal resistance, the 17th Regiment secured the highlands overlooking Nakagusuku Bay and extended its patrols to the bay's shoreline. The 32nd Regiment eliminated a strongpoint south of Koza using tanks and then aligned with the 17th. The 381st Regiment advanced through Shimabuku but faced enemy resistance in and around Momobaru. Meanwhile, the 383rd Regiment captured a hill just south of Momobaru after a fierce battle and also took a ridge northeast of Futema with support from airstrikes, artillery, and tanks. In the north, however, General Geiger's Marines faced challenging terrain and supply issues. The 1st Battalion, 29th Marines moved north to secure the unoccupied Zampa Misaki area, where Turner later established a radar station. The 22nd Marines advanced quickly eastward throughout the day against light opposition, successfully securing the Nagahama beaches alongside the 6th Reconnaissance Company. On the other hand, the 4th Marines met with steadily mounting resistance. At 1100 a platoon of 3/4, entering the mouth of a steep ravine was met by a sharp fusillade of small-arms fire, which revealed a series of mutually supporting caves on both sides of the draw. In the fire fight that ensued, 12 wounded men were isolated and not recovered for four hours. "Every means of painlessly destroying the strongpoint was unsuccessfully tried and it was finally taken by a typical 'Banzai' charge, with one platoon entering the mouth of the draw and one platoon coming down one side of the two noses that formed the pocket."  The 1st Marine Division continued its advance with little resistance to the Ishimmi-Kutoku line, also extending southward to Chatan, while the 1st Marines moved past the 5th Marines toward Chibana. With approximately 6,000 yards separating General Del Valle's main frontline units from the 7th Division, General Arnold decided to send Colonel Roy Greene's 184th Regiment to fill this significant gap. At sea, Admiral Mitscher's Task Force 58 launched a strike against Amami Oshima, sinking three vessels and damaging two others, while also witnessing four warships collide and sustain damage. In retaliation, Admiral Ugaki's Kyushu aircraft force conducted sporadic kamikaze attacks, resulting in damage to five transports. The next day, General Hodge's 24th Corps shifted its focus southward. The 17th Regiment secured the rear areas and captured Awase, while the 32nd Regiment advanced approximately 5,000 yards along Nakagusuku Bay to occupy Kuba and establish its lines in front of Hill 165. The 381st Regiment took control of Kishaba and Atanniya but failed in its assaults on Hill 165 and Unjo. Meanwhile, the 383rd Regiment swiftly occupied Isa, Chiyunna, and the Futema high ground. Looking north, Del Valle dispatched the 1st Reconnaissance Company to scout the area along the corps boundary, sweep the Katchin Peninsula, and patrol back up the east coast to the village of Hizaonna. This maneuver enabled the 1st Marines to advance quickly in formation and reach the sea wall overlooking the northern end of Nakagusuku Bay by nightfall. Concurrently, the 5th Marines moved forward and successfully occupied Agina and Tengan; the 7th Marines gained around 2,700 yards of enemy territory and ultimately reached Hizaonna, although Company K became lost and was ambushed. The 4th Marines navigated the challenging terrain and light enemy resistance to secure the significant hill mass behind Yontan airfield, located 3,000 yards short of the east coast. The 22nd Marines advanced and successfully captured Nakadomari, along with a position 400 yards south of that line. Meanwhile, the 6th Reconnaissance Company, supported by armored units, crossed the Ishikawa Isthmus to the village of Ishikawa, where they faced mortar fire. At sea, Mitscher's aircraft carriers targeted Okinawa, sinking two vessels and damaging two others. In response, Ugaki was finally able to launch a preliminary mass Ten-Go air attack, with 119 aircraft causing damage to the escort carrier Wake Island, the destroyers Bennett, Prichett, and Foreman, the minesweeper Hambelton, and two landing craft. Due to significant advancements, Geiger successfully deployed Colonel Victor Bleasdale's 29th Marines to take control of the Yontan airfield and other rear areas. To the south, Del Valle's units moved toward the eastern shore of Okinawa, with the 1st Marines occupying the Katchin Peninsula without facing any resistance, while the 5th and 7th Marine Regiments secured the coastline in their designated zones. Further south, after splitting the island in two, Hodge began advancing toward Naha, targeting the hill mass stretching from Urasoe-Mura to Hill 178 and Ouki. In response, General Bradley positioned Colonel Macey Dill's 382nd Regiment in front of Nodake, while the 184th Regiment moved through the 381st in the Attaniya-Unjo area. For the initial push toward the Uchitomari-Tsuwa line, the 383rd Regiment advanced quickly from Isa to Mashiki, where they were ultimately halted by heavy fire from the south. The 382nd advanced over two miles south from Nodake along the eastern boundary of the division, while Arnold's forward units lagged about two miles behind due to moderate resistance at a high, wooded ridge parallel to the coastline just west of Kuba. Meanwhile, at sea, Ugaki launched only sporadic kamikaze attacks, which resulted in damage to the destroyer Wilson near the Kerama Islands. Additionally, two American vessels collided while Task Force 58 targeted Okinawa, and later that night, a suicide boat attacked and sank an LCI gunboat. In the Attaniya-Unjo area, the 383rd Regiment made a swift advance from Isa to Mashiki as part of the initial push towards the Uchitomari-Tsuwa line. However, the following day marked the onset of fierce resistance on Okinawa, with the 383rd Regiment struggling to make headway against the formidable Japanese defenses on Cactus Ridge. Meanwhile, the 382nd Regiment continued its advance southward against a series of fortified positions, achieving gains of approximately 400 yards to the east and 900 yards to the west. The 184th Regiment moved through Arakachi but was halted by intense and precise fire from a rocky outcrop located about 1,000 yards southwest. The 32nd Regiment finally managed to capture Castle Hill before pushing more than two miles along the coast to a point east of Ukuma. To the north, while the 1st Marine Division shifted to a primarily defensive posture, the 6th Marine Division conducted active reconnaissance toward the Motobu Peninsula, advancing the front to the Atsutabaru-Chima line. Additionally, a patrol from the 1st Marines on the Katchin Peninsula crossed the reef to seize Yabuchi Island swiftly. At sea, there were no kamikaze attacks that day as Ugaki and Toyoda prepared to launch the main phase of Operation Ten-Go, although an Okinawa shore battery managed to hit the battleship Nevada. Unbeknownst to the Japanese, American intelligence had successfully intercepted Combined Fleet codes, allowing them to anticipate the details of the surface Ten-Ichi-Go attack. Consequently, Spruance's warships were prepared for the imminent departure of Ito's “Surface Special Attack Force,” which was executed a few hours later. Additionally, Ushijima was instructed to initiate a strong counterattack the following day to coincide with Ten-Ichi-Go and the first Kikisui attack, but he firmly rejected this order and called for the cancellation of the unnecessarily suicidal surface attack. During the night, as Admiral Blandy's minesweepers completed the perilous task of clearing the vast areas of Chimu and Nakagusuku Bays, the Fleet Marine Force Amphibious Reconnaissance Battalion landed on the northern coast of Tsugen Island to gather intelligence on enemy positions. Upon their arrival in the early hours of April 6, they encountered machine-gun and mortar fire, which ultimately compelled the battalion to retreat to the beach and reembark. Simultaneously, the 4th and 29th Marine Regiments advanced through the 22nd Marine Regiment, with the 29th Marines moving up the west coast in formation and reaching Chuda by noon, while the 4th Marines progressed along the eastern coastal road, successfully advancing seven miles toward Madaira. Further south, the 383rd Regiment continued its assault on the fortified enemy positions at Cactus Ridge, pushing forward relentlessly until they secured the western half by nightfall. The 2d Battalion, 383d Infantry, made frontal assaults through intense mortar fire to gain the ridge. "We figured," S/Sgt. Francis M. Rall later wrote, "that the way to get out of that knee mortar fire was to get to where it was coming from. So we stood up in waves, firing everything we had and throwing hand grenades by the dozen, and charged the Jap position." By such tactics the 2d Battalion gained the western half of Cactus.  Over the next two days, the 382nd Regiment advanced slowly east of the Ginowan road, facing fierce resistance from the Tombstone and Nishibaru Ridges. After a 10-minute artillery bombardment, two companies of the 1st Battalion, 184th Regiment climbed nearly to the summit of the Pinnacle but were ultimately pushed back by strong resistance from caves and underground strongholds. Undeterred, Company B continued frontal assaults while Company C maneuvered up the western approaches to surprise the determined defenders. This strategy proved effective, with Company C reaching the top without sustaining any casualties and then methodically eliminating the remaining Japanese troops using white phosphorus grenades and flamethrowers. As the Pinnacle was being captured, the 32nd Regiment advanced across the coastal flatlands with minimal resistance to maintain contact with the 184th Regiment. On this day, Task Force 58 returned to sea, launching strikes on Okinawa and the Daito Islands, while Admiral Rawlings' Task Force 57 targeted the Ishigaki and Miyako Islands. Meanwhile, Japanese aerial reconnaissance identified two American carrier groups near Okinawa, prompting Ugaki to initiate his first mass Kikisui attack, sending hundreds of Japanese aircraft to assault Mitscher's carriers. US carriers unleashed a combined 19 USN and four USMC squadrons to blunt the onslaught. Swirling, running dogfights developed around noon and lasted through sunset. April 6 may have started slow, but by evening it had developed into one of the greatest aerial confrontations of all time. American CAPs overwhelmingly massacred the poorly trained Japanese attackers; Mitscher's Task Force 58 fighters claimed 249 Japanese planes for just two lost—a staggering 125-to-1 kill ratio. Yet the kamikaze pilots' grim determination was chillingly apparent. According to VF-82's action report: “Of all the enemy planes encountered, not one returned fire, all remained on course, boring in toward the surface vessels. The only evasive action offered was jinking, and the majority of the aircraft were obsolete models as can be seen by the list [of] destroyed. Primary danger to our pilots was collision or getting in the path of a friendly plane's fire.” Essex's VF-83 (36 Hellcats) and VBF-83 (36 Corsairs) combined for 69 kills, while Belleau Wood's 24 VF-30 Hellcats shot down 47. Belleau Wood's skipper, Captain Red Tomlinson, duly signaled Task Group 58.1's Rear Admiral Joseph J. Jocko Clark: “Does this exceed the bag limit?” Clark responded, “Negative. There is no limit. This is open season. Well done.” The US carrier fighters' 275 kills was thus the war's 4th-highest 1-day total. 13 US pilots achieved ace status (scored their 5th kill) on April 6, with 4 becoming “ace-in-a-day.” 10 pilots claimed 4 kills, while another 17 shot down 3 each. Combined with anti-aircraft fire, the Americans destroyed 355 Japanese planes. However, even significant aerial victories could not prevent the devastating kamikaze assaults, with approximately 182 Japanese aircraft in 22 groups attacking Spruance's 5th Fleet that afternoon. This led to 24 kamikaze planes sinking the destroyers Bush and Colhoun, as well as three transport ships, and inflicting further damage on the light carrier San Jacinto, 12 destroyers, three destroyer minesweepers, and one minesweeper. Friendly anti-aircraft fire also caused damage to battleship North Carolina, light cruiser Pasadena, and destroyer Hutchins. Despite the extensive damage, four new escort carriers arrived off Okinawa that day, bringing the first 222 fighters of Major-General Francis Mulcahy's Tactical Air Force, stationed at Yontan airfield. Meanwhile, the Yamato force set sail at 15:24 towards Okinawa, but within 45 minutes, a B-29 spotted them in transit. Submarine Threadfin then detected Ito's strike force moving through the Bungo Strait at 17:45. As Ito's force rounded Kyushu to the southwest, it was monitored overnight by submarine Hackleback, which sent four additional contact reports and was pursued three times briefly by one of Yamato's escorting destroyers. Concerned about a potential mass Kikisui attack on April 7, Spruance ordered Mitscher's carriers to concentrate on thwarting Japanese air assaults while tasking Admiral Deyo's Task Force 54 with intercepting Ito's strike force. At 06:20, April 7, six Zeros of the 203rd Kokutai arrived over Yamato as CAP. 14 total Zeros would relay in small groups over the Yamato task force, but all would depart as scheduled by 10:00. The Americans already knew the exact CAP schedule of Yamato's fighters, a later US intelligence memo dryly observing, “They left too soon.” At 08:32, an Essex Hellcat reported the Yamato task force southwest of Koshiki Retto at a heading of 300 degrees. The Yamato group was doing 22kts and deployed in a diamond formation, with Yamato in the center and Yahagi astern. Yamato simultaneously reported that she had been sighted. Visibility was highly variable, with patchy overcast. Within minutes, two VPB-21 PBM-3 Mariner flying boats (based at Kerama Retto with seaplane tender Chandeleur) arrived and began shadowing Yamato and radioing situation reports. Meanwhile, Mitscher duly reported the Yamato sighting to Spruance, before dispatching 16 additional fighters at 09:15 to track Yamato. Shortly after Yamato's CAP had departed, at 10:14, the Japanese discovered the two shadowing PBM-3 Mariners, and simultaneously reported a US submarine stalking the task force—this was Hackleback, which had managed to catch back up with the zig-zagging Japanese. Three minutes later, at 10:17, Yamato turned towards the Mariners and opened fire with her awesome 18.1in. Sanshikidan anti-aircraft shells. Yahagi also opened fire, and additionally began jamming the Mariners' transmissions. The Mariners retreated into the clouds unharmed at 10:18, and Yamato and Yahagi ceased fire. To his chief-of-staff, Commodore Arleigh Burke, Mitscher announced: “Inform Admiral Spruance that I propose to strike the Yamato sortie group at 1200hrs unless otherwise directed.” The grizzled aviator desperately wished to sink Yamato, but he likely suspected that Spruance, riding New Mexico, intended his beloved dreadnoughts claim one last moment of glory. “Will you take them or shall I?” Mitscher pressed. Spruance's response: “You take them.” At 10:00, the carriers of Task Groups 58.1 and 58.3 launched the first wave of 282 aircraft, although only 227 managed to locate Ito's strike force as they navigated through challenging, overcast weather. At 11:07, Yamato's radars detected the large formation approaching from 63 nautical miles away, prompting Ito to increase speed to 25 knots. Within eight minutes, the formation closed to 44 nautical miles, leading the Japanese to initiate sharp evasive maneuvers. Bennington's Lieutenant-Commander Hugh Woods' airborne radar detected the Yamato task force some 25nm away from its predicted location, and the US strike altered course. Five minutes later, the Americans made visual contact through a hole in the patchy 3,000ft overcast, a Hornet pilot recalling, “Yamato looked like the Empire State Building plowing through the water.” Yamato cruised in the center, flanked by destroyers Kasumi, Suzutsuki, Hamakaze, and Yukikaze. Light cruiser Yahagi was in the van, followed by destroyers Hatsushimo, Isokaze, and Fuyutsuki. The first American aviators encountered the destroyer Asashimo, which had been experiencing machinery issues for five hours and had fallen 12 nautical miles behind the main task force to the north. San Jacinto's seven Hellcats dove against Asashimo, but the crippled destroyer threw up notably heavy flak. The Hellcats' 1,000lb bombs closely straddled Asashimo, buckling the destroyer's hull plating. The Hellcats then repeatedly strafed the destroyer, causing large fires that quickly silenced Asashimo's guns. San Jacinto's eight Avengers then made a textbook attack run at 300ft, dropping torpedoes from 1,200 to 1,600yds range. Trailing a wide oil slick, the crippled Asashimo attempted to comb the torpedoes, but one struck beneath her bridge and a second hit near her engine room. Successive explosions blew Asashimo partly out of the water and broke her in half. Asashimo sank at 1213hrs, going down with all 330 men. She had lasted three minutes against San Jacinto's attack. Twelve miles ahead, Yamato lookouts spotted the incoming aircraft at 12:32, which then spent the next five minutes circling just outside the range of Japanese anti-aircraft fire to coordinate their strike plan. Around this time, Yamato also raised Togo's iconic Tsushima flag signal: “On this one battle rests the fate of our nation. Let every man do his utmost.”At 12:37, the circling planes launched their coordinated assault on Yamato and her escorts, focusing on the superbattleship's port side in an attempt to capsize her. US fighters repeatedly strafed Yamato with their 5in. rockets and 0.50cal. machine guns, decimating Japanese antiaircraft batteries and slaughtering exposed antiaircraft crews. The intense carnage and chaos that followed suppressed careful targeting and further ravaged Japanese gunners' morale. Yamato was maneuvering hard at her flank speed of 27kts, when at 1240hrs four Bennington Helldivers from VB-82 delivered two 1,000lb bombs near Yamato's mainmast. The first bomb exploded in Yamato's crew quarters. The second detonated near Yamato's aft command station and caused serious damage, destroying one of Yamato's two air search radars, her after secondary gun director, and several 25mm antiaircraft guns. The subsequent fires shortly reached the powder handling area beneath Yamato's after 6.1in. turret and detonated the readyuse propellant. The resulting conflagration virtually exterminated the 6.1in. turret crew, but flash doors prevented the explosion from reaching the rest of the magazine. Nevertheless, the explosion killed the area's entire damage control party, meaning the resulting fire would rage uncontrolled for the rest of the battle. The Americans lost one Helldiver. At 1243hrs, eight Hornet Avengers launched torpedo attacks against Yamato's port side, covered by 14 Bunker Hill Corsairs strafing Yamato with rockets. Antiaircraft fire hit six Avengers, destroying one, but at least three torpedoes hit the water. The first two torpedoes missed, but at 1245hrs the third torpedo slammed into Yamato's port side, opening her hull to 2,235 tons of seawater. Japanese damage control counterflooded with 604 tons of water to correct the list. Attempting to draw US attackers from Yamato, Hara's light cruiser Yahagi had maneuvered away from the Japanese battleship, steaming hard at 35kts. US strafing had already ricocheted machine gun bullets around Yahagi's bridge, killing a lookout. Watching the attack unfold, Hara admitted, “The spectacle was at once thrilling and terrifying.” Meanwhile, Bennington's Lieutenant-Commander Ed De Garmo led three Avengers against Yahagi. At 1246hrs, De Garmo's Avengers delivered Yahagi her first hit and it was a devastating one. A single torpedo struck Yahagi in the engine room, killing the entire engineering crew. Yahagi was left dead in the water nine minutes into the battle. Destroyer Isokaze subsequently sped towards Yahagi to take off Rear Admiral Komura. Meanwhile, around 56 aircraft targeted Yamato's escorting destroyers, leading to multiple torpedo hits that split Hamakaze in two; Isokaze was bombarded with bombs; Fuyutsuki suffered minor damage from two dud rockets; and Suzutsuki was struck by a bomb that severed her bow. The first wave of attacks concluded at 12:50, as Ito sought to reorganize his forces and evaluate Yahagi's status. Shortly after 13:00, a second wave of 50 aircraft appeared, managing to hit Yamato's port bow with a bomb at 13:23 and inflicting several bomb hits near the battleship's bridge. Additionally, two bomb hits and several near misses critically damaged the destroyer Kasumi, leaving her dead in the water and ablaze. At 1333 the third wave of US attackers arrived, comprising 110 new Yorktown, Intrepid, and Langley aircraft from the delayed TG-58.4 strike. The Americans now overwhelmingly focused on the reeling Yamato. Twenty Avengers attacked Yamato's portside. Around 1337, the third wave saw three confirmed torpedo hits on Yamato's portside, plus a fourth probable hit, increasing her portside list to 15–16 degrees. Stationed on Yamato's bridge, Ensign Mitsuru Yoshida recalled, “I could hear the Captain vainly shouting, ‘Hold on men! Hold on men!'”. Aruga had no option but to flood Yamato's starboard machinery spaces, where hundreds of engineers toiled to keep Yamato underway. Water, both from torpedo hits and the flood valves rushed into these compartments and snuffed out the lives of the men at their posts, several hundred in all. Caught between cold sea water and steam and boiling water from the damaged boilers, they simply melted away.” Aruga's drastic measure reduced Yamato's portside list back to five degrees, but exhausted her last starboard counterflooding capacity. Having lost one shaft and gained 3,000 tons more water, Yamato's speed fell to 12kts. At 1342hrs, TG-58.4 Avengers dropped another four torpedoes. Yoshida marveled, “That these pilots repeated their attacks with such accuracy and coolness, was a sheer display of the unfathomable, undreamed-of strength of our foes!” Yamato shot down one Avenger, but two torpedoes plowed into Yamato's portside, making five torpedo hits in five minutes. The Americans had intentionally targeted Yamato's stern to wreck her steering, and the gamble paid off. Yamato's rudders were now disabled, jamming her in a permanent starboard turn. Any chance of reaching Okinawa was gone. Reduced to a speed of 8 knots and unable to maneuver, the stricken Yamato became an easy target. Around 14:02, Mitscher's relentless carrier planes inflicted at least four more bomb hits, disabling most of Yamato's remaining operational anti-aircraft guns as the battleship helplessly circled. As a result, Ito canceled the Ten-Ichi-Go attack and promptly ordered all his warships to rescue survivors and attempt to retreat to Japan. The sinking battleship was then deserted, except for Ito and Captain Aruga Kosaku, who chose to go down with their ship.  Throughout the battle, a stoic Ito had sat silently with arms crossed on Yamato's bridge, unflinching as bullets ricocheted around him, slaughtering his staff. Ensing Yoshida Mitsuru now observed that Ito “struggled to his feet. His chief of staff then arose and saluted. A prolonged silence followed during which they regarded each other solemnly.” Ito then told his staff, “Save yourselves. I shall stay with the ship.” Ito then shook hands deliberately with his officers, retired to his sea cabin one deck below, and locked it behind him. Meanwhile, with Yamato's pumps no longer functioning, alarms began to blare: temperatures in the 18.1-inch magazines were approaching dangerous levels. By 14:20, the capsizing Yamato's main deck was vertical to the ocean. Captain Aruga, eating a biscuit given to him by a rating, tied himself to a binnacle on Yamato's bridge. As Yamato capsized, surviving men clambered across her keel, a crazed, half-naked officer screaming and brandishing his samurai sword at the Americans.  Meanwhile, the Americans continued pummeling the helpless Yahagi, which “quivered and rocked as if made of paper,” recalled Captain Hara. The stricken Yahagi suffered repeated hits. “My proud cruiser,” Hara brooded, “was but a mass of junk, barely afloat.” Around 1400hrs Yahagi took the decisive torpedo hit, triggering a clearly fatal starboard roll. Hara finally ordered, “Abandon ship.” At 1405hrs, one minute after receiving her last bomb, Yahagi capsized and sank, having somehow absorbed at least 12 bombs and seven torpedoes. Captain Hara and Rear Admiral Komura calmly stepped into the water as Yahagi sank from beneath them, only barely surviving the sinking Yahagi's undertow. Now clinging to floating wreckage, the exhausted Hara observed “scores of planes swarming about [Yamato] like gnats.” By 14:20, the capsizing Yamato's main deck was vertical to the ocean, and three minutes later, the sinking dreadnought exploded catastrophically before finally disappearing beneath the East China Sea. Yamato's capsizing motion had likely forced open her 18.1in. powder room doors, allowing fires into the battleship's magazines. An American gunner described the explosion as “the prettiest sight I've ever seen … A red column of fire shot up through the clouds and when it faded Yamato was gone.” The detonation killed most Yamato survivors still struggling in the water and may have destroyed several US aircraft. The Americans' exact score will never be known, but Yamato had certainly absorbed seven bombs and nine to twelve torpedoes out of 150 torpedoes dropped. The US planes departed at 1443, but not before issuing “a few farewell strafing runs across the Yamato survivors.” Destroyers Suzutsuki, Fuyuzuki, Yukikaze, and Hatsushimo rescued 1,620 men, including Hara and Komura, before successfully returning to Japan. Additionally, the disabled destroyers Isokaze and Kasumi were scuttled by Yukikaze and Fuyuzuki, respectively. By the end of the action, the combined losses for Ten-Ichi-Go totaled 4,242 Japanese lives. Meanwhile, Ugaki had launched a second mass kamikaze attack around noon, sending 132 aircraft towards Task Force 58. Although Mitscher's fighters shot down 54 attackers, the kamikazes managed to damage the fast carrier Hancock, the battleship Maryland, the destroyers Bennett and Wesson, and a motor minesweeper. The initial Kikisui operation resulted in the deaths of 485 Americans and left 582 wounded. The significant losses over the two days hindered Ugaki from launching another large-scale Kikisui attack for five days. Meanwhile, back in Okinawa on April 7 and 8, Hodge continued his offensive in the south. In Bradley's sector, the 383rd Regiment persistently executed banzai charges against the remaining enemy strongholds on Cactus Ridge until the entire area was secured by American forces. They then advanced toward Kakazu Ridge, where they faced even stronger resistance. The 382nd Regiment made a slow but steady push forward, ultimately being halted by intense fire across a broad front just north of Kaniku and Tombstone Ridge.  The fighting in the 7th Division's sector on April 7 centered on a low, bare hill 1000 yards west of the town of Minami-Uebaru, called Red Hill because of its color. The enemy had made a fortress of the hill by constructing his usual system of caves and connecting trenches. A frontal assault on Red Hill by troops of the 3rd Battalion failed in the face of machine-gun and mortar fire. In a 2nd attempt, 3 platoons of tanks supported the attack. 10 medium and 5 light tanks advanced through a cut toward Red Hill; 2 tanks were blown up by mines and 1 was satchel-charged as the column moved toward the hill and up the sides. Intense enemy artillery and machine-gun fire drove the infantry back and disabled more tanks. Japanese swarmed in among the armor and tried to destroy the tanks with satchel charges and flaming rags. 2 medium tanks held off the attackers, the defending crews resorting to hand grenades, while the rest of the operative tanks withdrew. The 14th Independent Battalion headquarters proudly described this action as a perfect example of how to separate troops from tanks and thus break up the American infantry-tank team. The enemy dispatch stated: "The above method of isolating the troops from the tanks with surprise fire followed by close combat tactics is an example in the complete destruction of enemy tanks and will be a great factor in deciding the victories of tank warfare." After these 2 reversals the 3rd Battalion made a wide enveloping maneuver to the right. Behind fire from artillery and supporting weapons, the troops drove toward Red Hill from the west and occupied it, suffering only 2 casualties in the move. Once more a Japanese outpost had shown its strength against a frontal attack and its vulnerability to a flanking maneuver. The capture of Red Hill left another sector of enemy territory open for the taking. The troops advanced 100 yards south before digging in. A platoon of tanks conducted a remarkable 4000-yard foray almost to Hill 178 and withdrew safely, despite a bombing attack by two single-engined Japanese planes. The following day, the 184th continued its advance southward under heavy fire, managing to take Triangulation Hill after two fierce assaults. Simultaneously, the 32nd Regiment captured Tsuwa as it extended the front along the coastline. By the night of April 8, the 24th Corps had sustained 1,510 battle casualties while inflicting 4,489 Japanese fatalities and capturing 13; they had finally reached the formidable perimeter of the Shuri fortified zone. Looking north, on April 7, the Fleet Marine Force Amphibious Reconnaissance Battalion landed on Ike Island, encountering no opposition. Subsequently, Company B was dispatched to secure Takabanare Island, while Company A took control of Heanza and Hamahika Islands. During the night, Company B reembarked, maneuvered around Tsugen Island, and landed on Kutaka Island, where they also found no enemy presence. Simultaneously, the 32nd Regiment captured Tsuwa as it expanded the front along the coastline. By the evening of April 8, the 24th Corps had incurred 1,510 battle casualties. On the same day, Shepherd advanced north with minimal resistance, as the 29th Marines successfully reached Nago while the 4th Marines moved through Henoko. Ahead of the division, the 6th Reconnaissance Company traveled up the west coast road to the village of Awa and then crossed the base of the Motobu Peninsula to Nakaoshi, encountering and either destroying or scattering several enemy groups along the way. As the reconnaissance zone was extended westward on April 8, clear signs, confirmed by aerial observations and photographs, indicated that the enemy had chosen the rugged mountains of Motobu as their defensive position. As a result, the 22nd Marines were deployed across the island from Nakaoshi to Ora to protect the right flank and rear of the 29th Marines attacking westward, while the 4th Marines assembled near Ora to support either the 29th on Motobu or the 22nd in the north. The 2nd Battalion, 29th Marines probed westward, moving across the base of Motobu and occupying the village of Gagusuku. Additionally, the reserve 1st Battalion at Yofuke successfully secured Yamadadobaru and Narashido, facing heavy enemy machine-gun and rifle fire at the latter location. The following day, the 29th Marines advanced in three columns to locate the enemy's main force at Motobu; all columns encountered resistance, revealing that a significant enemy force confronted the division in the area stretching from Itomi to Toguchi. On April 10, the 2nd Battalion, 29th Marines captured Unten Ko, where the Japanese had established a submarine and torpedo boat base; the 3rd Battalion took Toguchi and sent patrols into the interior, while the 1st Battalion advanced through Itomi and uncovered well-fortified positions on the high ground north of the village. On April 9, the 184th Regiment successfully captured Tomb Hill in the south following an artillery and air bombardment, while the 32nd Regiment took control of several finger ridges to the east that oversaw the approaches to Ouki. The Japanese-held area in front of the 383rd Regiment offered the enemy an ideal combination of defensive features. A deep moat, a hill studded with natural and man-made positions, a cluster of thick-walled buildings behind the hill; these were the basic elements of Kakazu stronghold. The enemy had exploited each one of them. Moreover, Kakazu, unlike such outposts as the Pinnacle, was an integral element of the Shuri fortified zone and a vital rampart that could expect reinforcements and heavy fire support from within the ring of positions that surrounded the 32nd Army headquarters, only 4000 yards to the south. Between the Americans and Kakazu lay a deep gorge, half hidden by trees and brush, which could be crossed only with difficulty. The Kakazu hill mass itself, which was made up of two hills connected by a saddle, stretched northwest-southeast for 2000 yards, sloping on the west toward the coastal flat and ending on the east at Highway 5. Just below Kakazu Ridge on the southeast was the town of Kakazu, a compact group of tile-roofed structures, each surrounded by hedges and stone walls and somewhat in defilade to the adjoining open fields. In and around the Kakazu hills the Japanese had created one of their strongest positions on Okinawa. Mortars dug in on the reverse slope were zeroed-in on the gorge and on vulnerable areas between the gorge and the crest of Kakazu. Several spigot mortars also protected the hill. In an intricate system of coordinated pillboxes, tunnels, and caves Japanese machine-guns were sited to cover all avenues of approach. The enemy was also supported by many artillery pieces within the Shuri fortified zone. The heavy walls and the hedges of the town of Kakazu-and eventually its rubble-afforded the Japanese countless defensive positions. Concurrently, the 383rd Regiment initiated its first coordinated assault on Kakazu Ridge, with Companies A, C, and L swiftly reaching the summit by dawn without detection. However, the surprised defenders quickly launched a fierce counterattack, ultimately forcing Companies A and C to withdraw. Company L, positioned on Kakazu West, continued to fend off enemy counterattacks alone until late afternoon when the exhausted unit had no choice but to retreat. The next day, Brigadier-General Claudius Easley proposed a "powerhouse attack," where the 381st Regiment would assault Kakazu West from positions south of Uchitomari while the 383rd would press on Kakazu Ridge from positions north of the gorge. Following a heavy artillery bombardment, the assault commenced, with the 2nd Battalion of the 381st Regiment rapidly fighting through strong enemy defenses to secure the crest of Kakazu West. However, the 383rd was struggling to make headway, prompting Colonel May to direct his two battalions to execute flanking maneuvers. Although the eastern encirclement was unsuccessful, May's 3rd Battalion managed to cross the gorge at the northern base of Kakazu West to join Colonel Halloran's 2nd Battalion on the crest. Both units then attempted to advance eastward in heavy rain, but relentless Japanese counterattacks forced them back to Kakazu West. Stalemated, Easley eventually ordered Halloran's 1st Battalion to move through May's 3rd Battalion to attack southeast along Kakazu Ridge, but this assault was also repelled by the determined defenders. At the same time, the 382nd Regiment launched its primary assault on Tombstone Ridge, advancing southwest with three battalions in formation but managing to gain only a few hundred yards to the west as fierce defenders thwarted their main offensives against the hills held by the Japanese. Meanwhile, to the east, the 32nd Regiment attempted to advance into the town of Ouki without success, while the 184th Regiment on the heights defended against minor counterattacks, sealed off caves, and solidified their positions. 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 battle for Okinawa is really heating up, showcasing to the Americans they would be paying dearly for every foot they took off the island. Meanwhile the last stand of the super battleship Yamato would form a legend encompassing the defiant spirit of Japan as well as producing one of the most bizarre science fiction animes of all time.

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

Kanazawa est la capitale de la préfecture d'Ishikawa, située au bord de la mer du Japon non loin des Alpes japonaises. La vieille ville, qui se développe autour du parc du château et du célèbre jardin Kenrokuen, témoigne du savoir-faire traditionnel japonais en matière d'artisanat d'art et d'architecture féodale. Marjorie, Kelly et Charly vous détaillent tout ce qu'il faut savoir pour y préparer votre visite. 00:00 Introduction03:53 Présentation de Kanazawa24:56 Top des visites et activités à faire à Kanazawa38:40 Inclure Kanazawa dans son voyage au Japon49:45 Conclusion

#121 Hakutaku, Why Did the Author Make This?! ft Youtuber Monitor Comics   Does anyone actually care about AR this much?   We and our guest Monitor Comics discuss Shonen Jump manga Hakutaku.    Show Notes: • You can reach us at Twitter @shonenflopcast, Tumblr shonen-flop, or email shonenflop@gmail.com   • You can find our guest at youtube.com/c/MonitorComics   • Help keep the show running by joining the Shonen Flop Patreon at patreon.com/shonenflop. Get perks like early access to episodes; picking series for us to cover; and exclusive episodes on manga like Undead Unluck, Magu-chan: God of Destruction, and Cypher Academy.   • Support the show and get the best prices on manga at mangamart.com/shonenflop. MangaMart's a family-owned store offering 20%+ off manga with free shipping over $100!   • Get Shonen Flop merch, including this episode's cover art, on a shirt, mug, print, or whatever else might catch your 1https://www.teepublic.com/stores/shonen-flop?ref_id=22733   • Become a member of our community by joining our Discord. You can hang out with us, submit your questions or six word summaries! Find it at https://discord.com/invite/4hC3SqRw8r   • Want to be a guest? You can ask to be on a future episode at bit.ly/shonen_flop_guest   Credits: • Manga by Ishikawa, Kouki   • Shonen Flop is hosted by David Weinberger and Jordan Forbes   • Additional editing assistance by Dylan Krider you can find his podcast, Anime Out of Context at animeoutofcontext.com   • Assistance with pronunciation, translation, and other miscellaneous research done by Tucker Whatley and MaxyBee   • Thanks to Kalalla for being our social media manager   • Episode art by Merliel (IG: mer_liel)   • Cover art funded by our generous art benefactor Nigel Francis   MAL Description:  Hikuma is a young man who seems to live in his own world. One day, he meets fellow high school oddball Noto and the two of them embark to create a video game that will impress their classmates. When the class finally plays the game that the two of them have put their blood, sweat, and tears into, their whole lives change!

Does this series have game?   David and Jordan give their first thoughts on Shonen Jump manga Hakutaku. Listen in as they give an overview of the first chapter, where they think it will go from there, and ultimately their “power word” to describe the series so far. They also dive into some listener questions.    Show Notes: • You can reach us at Twitter @shonenflopcast or email us shonenflop@gmail.com   • Help keep the show running by joining the Shonen Flop Patreon at patreon.com/shonenflop. Get perks like early access to episodes; picking series for us to cover; and exclusive episodes on manga like Undead Unluck, Magu-chan: God of Destruction, and Cypher Academy.   • Support the show and get the best prices on manga at mangamart.com/shonenflop. MangaMart's a family-owned store offering 20%+ off manga with free shipping over $100 and no sales tax!   • Become a member of our community by joining our Discord. You can hang out with us, submit your questions or six word summaries! Find it at https://discord.com/invite/4hC3SqRw8r   • Get Shonen Flop merch, including this episode's cover art, on a shirt, mug, print, or whatever else might catch your eye https://www.teepublic.com/stores/shonen-flop?ref_id=22733   • Want to be a guest? You can ask to be on a future episode at bit.ly/shonen_flop_guest   Credits:   • Manga by Ishikawa, Kouki   • Shonen Flop is hosted by David Weinberger and Jordan Forbes   • Additional editing assistance by Dylan Krider you can find his podcast, Anime Out of Context at animeoutofcontext.com   • Assistance with pronunciation, translation, and other miscellaneous research done by Tucker Whatley and MaxyBee   • Thanks to Kalalla for being our social media manager MAL Description: Hikuma is a young man who seems to live in his own world. One day, he meets fellow high school oddball Noto and the two of them embark to create a video game that will impress their classmates. When the class finally plays the game that the two of them have put their blood, sweat, and tears into, their whole lives change!  

トキ環境省は１４日、国の特別天然記念物トキの本州初となる放鳥について、石川県能登地域で行うことを決めた。 Japan's Environment Ministry on Friday announced plans to release crested ibises in the Noto region in the central prefecture of Ishikawa in June 2026, the first-ever release of the birds protected as a national treasure in the country's Honshu main island.

Our Favorite Stories:Hotboxing the next blockbuster idea: starting a career at the tail end of the "Mad Men" era in digital healthcare advertising. Working with Rich Norman, Todd learned how Allegra got its name. "An articulation, not of the problem statement, but of the relief"."Many times in my career, humans were reduced to numbers or broad statistics... not individualized and not humanized, and while that was the political ethos and mandate, that did not feel right to me." If you are an 'Intrapraneur', you will be met with resistance. If you aren't... it may mean you were there at the right place / right time, or you aren't doing something right... and the latter is more pervasive. Half the job description was written: "When you join, you'll write the other half" - I learned the hard way that they didn't know what success meant. Funding innovation efforts upfront because it gives you that "seed" money, to create an internal venture. You don't want to have to go back and beg for each dollar. You want to phase it out in tranches and show something in return for that." Positive spike in American outlook of Pharmaceuticals since the outbreak of COVID-19 according to The Harris Poll, 2020. Big Moments from Doing the Work:Learning from trial and error: "I am a student of failure... in innovation you have to embrace it. It's only failure if you don't learn from it." Organizational shift from being Top-down to Bottom-up: borrowing good ideas from regional teams and scaling them at the enterprise level – the idea of an internal organ transfer vs an external transplant: the latter is prone to rejection. On having a Global leadership role: "when someone came from corporate... people would usually show me something that was a source of cultural pride." Whisked from airport to see protected artifacts in PragueA night at the Museum of the Resistance in WarsawEthnographic research: following the day in a life of key doctors in office and at home (US, Germany, France, & Italy)Meeting a doctor at his home in Madrid. No furniture, only artwork. "I'm a doctor. I'm supposed to have artwork." Who we are supposed to be vs who he is. The power of wearing the White Coat: "it's like a cape and he projects this appearance because he believes it." - he lost a battle to the wind, by way of a plane crash, and since then he committed to his career where his patients can harness the wind itself. Career Advice We'll Live With:Identify functional, emotional, and social needs (of the customer) as the first step in every process. Ishikawa (fishbone) diagram - documenting the multiple causes (i.e., stakeholders, methodologies, or technologies) for a singular event (i.e., bugs, consumer experiences, product defects) Jobs to be Done model by Clayton Christensen - Todd held his tongue for our sake, but we know he really (REALLY) wanted to share the "Hire a Milkshake" anecdote :) Find us us on Twitter, Instagram, and at The Bad Podcast dot com

 In this long-overdue spotlight, Karl & Marty celebrate the incredible (and clearly over-looked) score to Kirby: Triple Deluxe! Enjoy some absolutely stellar Kirby music by the two series masters- Ando & Ishikawa!

Hour 3: Murph & Markus talk to Travis Ishikawa, honor Bob Uecker in the Cooler of Content, and talk to Matt Maiocco.See omnystudio.com/listener for privacy information.

2-time World Series champion, Travis Ishikawa joined Murph & Markus this morning to discuss working with Bryce Eldridge in the minor leagues and to promote Giants Fantasy Camp.See omnystudio.com/listener for privacy information.

2-time World Series champion, Travis Ishikawa joined Murph & Markus this morning to discuss working with Bryce Eldridge in the minor leagues and to promote Giants Fantasy Camp.See omnystudio.com/listener for privacy information.

Hour 3: Murph & Markus talk to Travis Ishikawa, honor Bob Uecker in the Cooler of Content, and talk to Matt Maiocco.See omnystudio.com/listener for privacy information.

Though it may not seem like it on first glance, across Asuka there are various remnants of a much grander period.  Postholes tell the story of palaces built over and over on the same spots.  In addition, there are the various temples and various carved stone statues and other features.  This episode we'll talk about some of the stonework and palace complexes built during Takara Hime's reign, as well as the deadly politics that were still the currency of the court. For more, check out our blogpost at:  https://sengokudaimyo.com/podcast/episode-118 Rough Transcription Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 118: Stonework and Treason Before we dive into the episode, a quick shout out to thank Bodil for supporting us on Ko-Fi.com.  For information on how you can also help support the show, we'll have information at the end of the episode or go check out our podcast page at SengokuDaimyo.com. And now, on with the episode:   Soga no Akaye's mansion was busily quiet.  There was plenty of chatter, but it was mostly in hushed tones as servants busied themselves with their work, but wondered what was going on.  They couldn't help but notice the high ranking visitors that had come.  It was to be expected, though.  After all, their master was in charge while the rest of the court was away on a retreat, comforting the sovereign in her grief.  And so why wouldn't people be showing up to meet with him? But nobody was quite sure what all of these visitors were discussing.  They had all gone into an upper story of the building, but the crowd included some powerful figures, including, some said, a royal prince.  Who's who and where people stood in the court were always topics of discussion, but especially now.  After all, what they were dealing with was unprecedented:  who had heard of a sovereign stepping down in the first place, let alone stepping back up because they then outlived their successor?  But she was no spring chicken, either.  Surely it would be her son that would finally ascend the throne next, right?  But that was never guaranteed. Either way, some of the servants grumbled, a change would be nice.  Ever since the royal family had moved back to Asuka, formally making it the capital again, there had been a flurry of activity. Sure, it meant that a certain amount of prestige returned to that region, and houses that had been in disrepair were suddenly occupied again.  But there was so much more.  Just about all of the available labor pool that wasn't working the fields was working on this project or that—there was almost nothing left for anyone else.  How was anyone else supposed to get things done when all of the able-bodied people were already toiling on the sovereign's own vanity projects?  And after building that giant government complex in Naniwa, no less! Such was, I imagine, the hushed rumor-mongering going on in the house when suddenly there came a loud “crack” as of a piece of wood snapping in two.  Later they would learn that an old wooden rest had broken, but that wasn't immediately obvious.  The servants did notice that shortly thereafter, their visitors began to depart, heading back to their own mansions. As for Soga no Akaye, he said nothing, but he seemed drained.  He had a heavy look, as though he was bearing an incredible weight.  Soon thereafter, he requested a brush and some paper, and he began to write out a letter…   So we are talking about the second reign of Takara Hime, who came back to the throne in 655, following the death of her brother, Prince Karu, known as Koutoku Tennou.  For the first time she reigned, the Chroniclers gave her the name “Kougyoku Tennou”, but for her second reign she would be known in the Chronicles as “Saimei Tennou”. We already discussed some of what was recorded as happening in the north during Takara Hime's second reign, with the Emishi and the Mishihase and the expeditions by Abe no Omi no Hirafu.  This episode we are going to focus more on what was going on in the Home Provinces of Yamato—and most specifically the impact that Takara Hime's reign would have on Asuka. I've noted in the past how modern Asuka can seem like your typical rural Japanese town.  Roads weave between rice fields, flanked by densely packed neighborhoods at the foot of the green hills or lining the shores of the Asuka river.  To the north, the valley opens onto the vast Nara basin—a largely flat region that is much more heavily populated but still would be considered “inaka”, or rural country, by anyone from a metropolis like Tokyo or Ohosaka.  To the south, the land rises up into mountain peaks.  Beyond that ridge, the land drops into the Yoshino River Valley, but otherwise the rest of the Kii peninsula, to the south, is covered in a sparsely populated mountain range, where small villages carve out a life in the nooks and crannies between the numerous ridges, finding the rare spot of flat land to build houses and plant their fields.  Looking at it today, Asuka might seem idyllic, rural, and calm.  And yet, back in Takara Hime's day, it was anything but. When Takara Hime moved back to Asuka, she went on a building spree.  In fact, the Chronicles actually complain about all of the building that she was doing, and we'll get to that.  Much of this episode is going to revolve around her building projects, as well as her comings and goings.  While we'll talk about what the Chronicles say, I also want to talk about some of what still remains in Asuka.  Certainly the grand palaces are gone, for the most part leaving little more than post-holes, lying beneath the rice fields.  A bit more obvious are the various kofun, scattered across the landscape, but beyond that there we also see stone works, including numerous carved stones, which range from crude statues, which may have been minimally worked, to elaborate fountains, which would have used natural water pressure to create impressive waterworks.  These latter works demonstrate the sophistication of the masons of the time, and hint at the grandeur of the various palaces, gardens, and mansion complexes that once populated the landscape.  And if you want a little feeling of what it is like, I talked a bit about walking through Asuka in a bonus episode back in March of 2024—if you are interested, look up “Traveling Through the Ancient Nara Basin, Part 2.   So along with what we see in the Chronicles, I want to talk about some of these other features, even if we aren't entirely sure of when, exactly, they were built.  There are a few, though, that we do suspected were built in this period, by Takara Hime, or at least at her order.  So we'll talk about those as we get there. Her reign wasn't all about building things, though.  Politics in the Yamato court remained as cutthroat as ever.  Although Prince Naka no Oe, Takara Hime's son, had been designated as “Crown Prince” he had not taken the throne, despite being of age, and we aren't told why, though the fact that Takara Hime had previously abdicated because of the events of the Isshi Incident, back in 645 (see Episode XX) may have meant that she was still considered the senior eligible member of the royal line.  Then there was the case of Prince Arima.  Prince Arima was the son of Karu, aka Koutoku Tenno, which made him Naka no Oe's cousin.  This wouldn't have meant anything had his father not ascended to the throne.  And under the succession practices of the time, although Naka no Oe was designated as the Crown Prince, that wasn't a guarantee that he would be next in line, so Prince Arima may have been a potential candidate.  However, there is at least one source that says Prince Arima was not yet of age, but still a teenager.  Still, that was no doubt old enough for some in the court to support him—and as we'll see in later centuries, age limits could be negotiable.  So we'll also discuss that, as well. So let's get into it. When the royal family first moved back to Asuka, in 653,  they took up residence in the temporary palace of Kahabe no Miya.  Unfortunately, this name doesn't tell us much about where the palace was located.  There is one theory that the Kawabe no Miya might be at what is known as the Asuka Inabuchi Palace site, up in the Asuka river valley, in the modern Iwaido district, a little south of the famous Ishibutai kofun site.  This is believed to have been a palace—or at least the mansion of some very wealthy family—given its layout, including what appears to be a cobblestone courtyard, and the lack of any roof tiles, which would have been reserved for temples, at that time. The term “temporary” palace comes up a lot in the Chronicles.  In most of the cases where it is used, it suggests that there was already a building in place and the sovereign took up residence there, hence the term “temporary” palace.  Often times we see that a temporary palace is said to have been “built”, at which point I have to wonder if that is truly the case—did they actually build a brand new structure to temporarily house the sovereign and the royal family—or does it just refer to the fact that they may have taken an existing compound and perhaps made some slight changes to accommodate the royal dignity?  Unfortunately, the Chronicles don't really go into much detail. Wherever the Kawabe no Miya happened to be, it does seem to have been temporary, as we later see Takara Hime back at the Itabuki palace, and indeed she reascended the throne there in 655.  The Itabuki palace first shows up in Takara hime's first reign, and seems to be one of at least two royal palaces in Asuka at the time, the other one being the Woharida Palace.  The Woharida palace had been around for a while – it was noted as early as 603, in the reign of Kashikiya Hime, aka Suiko Tenno, and there is the suggestion that it was still around in the time that Karu, aka Kotoku Tenno, was reigning.  We know that Takara Hime took up residence there at some point during her own reign as well.  But in 643 she had the Itabuki palace built, though apparently that didn't mean that the Oharida palace was completely torn down and abandoned – it just was no longer the primary site of court ritual.  Of course, the Itabuki palace wouldn't be the seat of the government for long, either, as the Isshi Incident took place there in 645, and Karu would subsequently move the capital to Naniwa, building the Toyosaki palace. And so the Itabuki palace remained, but was not exactly kept up, so that when the royal family returned to Asuka, it wasn't ready for them to inhabit, and likely required extensive renovation.  Nonetheless, it was being inhabited two years later, when Takara hime again ascended the throne. A quick note here about the name “Itabuki”, because we think that this likely referred to a very specific style of construction that was used.  Up to this point, as far as we can tell, the primary roofing material for all major buildings was a kind of local thatching – we still see this today on some shrines and other buildings.  “Itabuki”, in contrast, refers to a roof made with wooden boards.  Today, we have buildings with rooves where the roof shingles are overlapping boards of wood or bark from the cypress tree: thin layers stacked one on top of the other.  Even today, the modern Imperial Palace in Kyoto uses wood shingles rather than the curved roof tiles that many people think of when they think of Asian architecture. So that's the Itabuki palace, all spruced up and ready for Takara hime to occupy again.  That said, remember the older Woharida palace, the other one in Asuka? Later in 655, a project was started to update that palace as well.  We are told that as of the 13th day of the 10th month there had been a plan to add roof tiles to one of the buildings at the Woharida palace, but unfortunately much of the timber from the mountains and valleys that was designated for the project was found to be too weak from rot, and so they decided to not go forward with that plan.  I would note here that tiled rooves, while they might seen somewhat easier to put together—after all, you only need a layer of interlocking and overlapping tiles—are extremely heavy.  They are known to deform the wooden structures underneath them, and can weigh hundreds of pounds per square foot.  Much of the classic shape of these tiled rooves developed over time to compensate for some of that weight, so this makes me wonder if the wood the palace craftspeople brought in was really that rotten, or if it was just not strong enough for the work that they were trying to do.  After all, were they applying the same techniques as for a temple, or were they simply trying to replace traditional thatching or shingles with clay tiles?  Either way, the project failed, even after all of the work that had gone into it.  This is a small entry in the Chronicles, but it would have meant levying corvee labor that had to go out to the designated regions to source the timber, not to mention setting up the kilns to make the tiles, as well as other preparations that would have been necessary.  In other words, a lot of work, for apparently no payoff. On top of that, we are told that around that time, in the winter of that year—which would have been the 10th, 11th, or 12th month, roughly corresponding from late November to February of the following year—the Itabuki palace caught fire and burned down, and so the sovereign and her retinue decamped to the temporary palace of Kawara – the River Plain or Field. “Kawara” could theoretically refer to just about any flat area by a river. Aston points out that “Kawara” can also mean “rooftile”, which is interesting given what we just talked about, the entry immediately before that deals with attempting to add new rooftiles to a part of the Oharida palace. However, there is some thought that this refers to the Kawara Temple, Kawaradera, and you can find claims that Kawaradera was built on the site of the temporary palace.  There is a reference to Kawaradera in the previous reign, in the year 653, though another source apparently says it was talking about Yamadadera, instead.  There isn't another mention of “Kawaradera” that I can find until 673, so it is entirely possible that the temple started its life off as a mansion or even a temporary royal palace of some kind, and was later turned into a temple. Kawaradera itself is rather interesting.  If you visit the site, today, you can see large stone bases that help to demonstrate the size of the ancient temple.  It was one of the four Great Temples of Asuka, along with Asukadera, Kudara Ohodera, and Yakushiji.  And yet, unlike the other three, we don't have clear indications about its founding in the Chronicles.  When the capital eventually moved to Heijo-kyo, in Nara city, many of the other temples were removed to the new capital, but not, as far as I can see, Kawaradera.  Donald McCallum suggests that this is because it was replaced, instead, by Koufukuji, a temple with deep ties to the descendants of Nakatomi no Kamatari, the Fujiwara clan.  He suggests that mention of the temple in the official records may have even been suppressed by individuals such as Fujiwara no Fubito.  Kawaradera remained in Asuka.  Eventually it fell to ruin, but there is still a small temple on the site, known as Gu-fuku-ji. As for the Kawara Palace, if Kawaradera really was in operation by 653, it is possible that the sovereign took over some of the buildings at Kawaradera, or perhaps the temporary palace was simply somewhere nearby. In any case, they don't seem to have stayed there for too long—they started work on a new palace the following year.  This was the later Okamoto Palace, and from what we can tell it was built on the same site as the Itabuki Palace, south of Asukadera.  This site would see multiple palaces over the years, and even today you can go and see some of the post-holes that they have found, indicating the size of the complex through the years. Based on the layout and size of the Asuka palaces, it seems that these early palaces focused on the “dairi”, the private quarters of the sovereign.  This seems to have ignored the reforms made with the Toyosaki palace design in Naniwa in the early 650s.  That palace, which was built on an incredibly grand scale, consisted of both the private quarters and the public government offices.  But in Asuka the royal family's “palace” appears to have only consisted of the private quarters, for the most part.  So where was the actual bureaucracy happening?  Were there other facilities we don't know about?  Or perhaps, the Toyosaki palace itself was overly ambitious, and there wasn't actually the staff for such a grand complex?  After all, they were just setting up the bureaucracy and perhaps their reach had exceeded their grasp.  Or was it the case that things werestill being run out of the palace complex in Naniwa while the sovereign lived in Asuka?  That seems to have been roughly 10 hours away, by foot, though perhaps only half that by horse. The northern end of the Asuka valley is not as well suited to a large palace complex.  Not only was it already full of temples and the like, but the ground itself rises to the south, and the hills on either side start to come together.  It certainly isn't the kind of place to layout a grand city.  But perhaps that was not the intent—at least not immediately.  It didn't matter much, though, because the Later Okamoto palace, as it came to be known, was not long for this world.  Scarcely had it been built and occupied but that it caught fire and burned down—another expenditure of funds and labor that were once more counted as nothing. In fact, Takara hime was apparently on a tear, and went ahead and initiated quite a few projects that happened in 656.  We are told that nearby Tamu Peak was crowned with a circular enclosure, close to where two “tsuki” trees grew.  A “lofty” building was erected and called both Futatsuki no Miya (the Palace of the Two Tsuki) and Amatsu Miya (the Palace of Heaven).  She also had a new palace erected in Yoshino, possibly as a seasonal retreat.  And with this she was just getting started. She also had laborers dig a canal all the way from the western end of Mt. Kaguyama all the way to Mt. Isonokami.  We are told that 200 barges were then loaded with stone from Mt. Isonokami and hauled to the mountain east of the palace, where the stones were piled up to form a wall.  This last one had people up in arms.  They called the canal the “mad canal” and said that it wasted the labor of over 30,000 people.  On top of that, she used 70,000 men to build the wall.  To top it all off, the timber for the palace rotted away and the top of the mountain where they were building collapsed.  We are told that people cursed it all, crying out: “May the mound built at Iso no Kami break down of itself as fast as it is built.” So, yeah, people weren't too happy.  We, however, just might be – because all of this building work? It leaves traces in the landscape. We aren't always sure about locations in the Chronicles, as it is very easy for names to shift over time or for things to be renamed at a later date. But what we do know is that there are quite a few examples of stone work in the Asuka region.  There is the kame-ishi stone that looks only vaguely carved—it appears to have two carved eyes, but otherwise appears to use the natural shape of the stone to evoke a tortoise—that sits near the site of Kawaradera and Tachibana-dera.  There are the various saruishi—carved figures that are purportedly based on saru, or monkeys, but are likely meant to represent people.  They may have once adorned an elite family's garden or similar, and they were since moved to the tomb of Kibitsu hime.  There are various fountains and waterworks.  And then there are the Sakafune-ishi ruins, sitting along a ridge east of the palace site.  This consists of a large stone up on the hill, with carved channels that appear to be made to channel water poured into the grooves.  At the bottom of the hill there is a turtle shaped stone basin, filled from a boat-shaped water tank.  Across the hill is example of stone work, including possible walls. Given the apparent age of everything, and its location, it is thought that this may all be part of the Futatsuki no Miya complex that Takara hime built.  Unfortunately, it is still not clear how it was meant to operate.  After Asuka was abandoned as the capital, knowledge of the site also disappeared.  There were some stories that arose about the stone that it was used for some kind of sake-brewing, hence the name, but nothing truly concrete has arisen.  There may have been other structures, perhaps made of wood, that are no longer present, and the stone itself appears to have broken and eroded away over the years.  It may have been meant as a ritual site, or perhaps it was just built as some kind of wonder for the people.  It doesn't fit into any clear model of any Buddhist or even ancient Shinto practice, nor is it clearly connected to other continental practices.  We certainly know that they did plenty with water, given the number of waterworks and other carved stones, including a model of Mt. Sumera, we are told was built to the west of Asukadera on the 15th day of the 7th month of the following year—657. Maybe these are remnants of that project Whatever its purpose, the Sakafune-ishi site does seem to compare favorably with what is described in the Nihon Shoki, and perhaps it was considered such a waste of resources just because it didn't fit in with the prevailing ritual culture.  Maybe Takara hime was too artistically avant-garde for her time. “Wasting resources” would, in fact, become a chief complaint against Takara Hime during her time on the throne.  And that takes us from seemingly harmless construction projects into the court politics of the day.  Now as you should recall, Prince Naka no Oe, Takara Hime's son, was the Crown Prince at this point, and quite influential.  He was supported by various courtiers, such as Nakatomi no Kamatari, the Naidaijin, but his eventual ascendancy to the throne was not entirely assured.  We've seen plenty of examples where someone would seem to be in line for the throne and they didn't ever make it.  We know that there were several other royal princes at this time.  One of the youngest was Prince Takeru, a grandson of Takara Hime, who was born around 651.  Then there was Prince Naka no Oe's brother, Prince Ohoama.  He was also one of Takara Hime's sons, and while we haven't heard much of him in the narrative, we will definitely see more of him in the future.  On top of the two of them, there is Prince Arima, whom I talked about at the beginning of the episode.  Prince Arima was mentioned as the son of Karu and Wotarashi Hime, but his mother was not Karu's Queen—that was Hashibito, daughter of Okinaga Tarashi-hi Hironuka, aka Jomei Tennou, and Takara Hime.  Yup, Karu basically married his own niece, though that may have been an attempt to keep the most direct connection possible to the royal line.  Arima's mom Wotarashi Hime, on the other hand, was the daughter of Abe no Kurahashi no Oho-omi—the Minister of the Left, or Sadaijin, during Karu's reign.  Strictly speaking, based on the way that the succession has been depicted so far, Prince Arima wouldn't technically meet the requirements.  That said, we've seen where that has been bypassed in the past, and no doubt people were aware just how easily it would be to rewrite the history, if they had to.  He was young—but not so young that he couldn't be involved in the politics of the court. Other than a note about his parentage at the start of Karu's reign, Prince Arima isn't mentioned again until the ninth month of 657, and right off the bat you can tell where the Chroniclers fall on his personality.  They describe him as deceitful, and claim that he pretended to be insane—a term that doesn't really show up elsewhere, so it is hard to know what exactly is meant.  Is he the Hamlet of his age?  Arima used this as an excuse to go to Muro Onsen—thought to be modern Shirahama Hot Springs, on the southwestern end of the Kii Peninsula.   When he came back he sang its praises, claiming that “scarce had I seen that region, when my complaint disappeared of itself.”  The Queen wanted to go and see for herself. Overall, this hardly seems to be very “deceitful”, though it is suspected that Arima may have feigned an illness to avoid some of the politics around the start of the new reign.  Given his father Karu's recent death, it would likely have been easy enough to claim that he was greatly depressed.  We aren't told how long he stayed at Muro Onsen, but presumably it was for some time. At the start of the following year, on the 13th day of the first month, Kose no Tokuda no Omi, the Sadaijin, or Minister of the Left, passed away.  This would have no doubt created some ripples, but little more is said—we don't even have the name of who succeeded him in the position, at least not in the Nihon Shoki.  Four months later, which is to say in the fifth month of that same year, 658, Prince Takeru passed away.  He was only 8 years old, but as the grandson of Takara Hime a temporary tomb was constructed in the Imaki valley.  Takara Hime lamented his death greatly, and in the 10th month, she took Arima's advice and went to visit the Ki Onsen.  She had several poems composed and handed them to Hata no Ohokura no Miyatsuko no Mari to record them for posterity. While she was away, Soga no Akaye no Omi was the acting official in charge.  And several weeks in, he addressed Prince Arima.  He noted that there were three problems with Takara Hime's government. First – She builds treasuries on a great scale, collecting the riches of the people. Second – She wastes the public grain revenue in digging long canals. Third – She loads barges with stones and transports them to be piled up into a hill. This may have been popular opinion, but it was also rather treasonous talk.  Prince Arima simply smiled and said: “I have only now come to an age where I am fit to bear arms.” So, yeah, he was basically saying that he was old enough to take up arms—and presumably lead others in a rebellion, if that was the case. Two days later, on the fifth day of the 11th month, Prince Arima met Akaye at his mansion.  They went into one of the upper stories, where they wouldn't be interrupted, and there they conspired together.  Others were also involved, it seems—Mori no Kimi no Oho-ishi, Sakahibe no Muraji no Kusuri, and Shihoya no Muraji no Konoshiro.  There are a few different books that claim to record what the plans were.  One says that Soga no Akaye, Shihoya no Konoshiro, Mori no Oho-ishi, and Sakahibe no Kusuri divined the future of their conspiracy by drawing slips of paper, to see how it would turn out.  Another book states that Arima claimed he would burn down the palace and take 500 men to march down south.  There he would waylay Takara Hime at the harbour of Muro.  They were going to exile her to Awaji island, setting up a fleet of ships to ensure she could never leave. As they were discussing what to do—no doubt talking about how the Prince could take the throne, a leg-rest that they were using broke.  Another book claims it was an arm-rest, instead, but otherwise the details are the same.  They both agreed that was a bad omen, and decided not to proceed any further with their plans.  Prince Arima returned home, but apparently Soga no Akaye had a change of heart.  He apparently figured that his only way out was to turn in the others and admit everything.  And so, that night, Akaye sent Mononobe no Enowi no Muraji no Shibi, who was in charge of the labourers working on the palace.  They surrounded the palace and then Akaye sent a mounted courier to inform Takara Hime. That letter must have laid everything out.  Takara hime had the conspirators arrested and brought to Ki Onsen.  Arima's servant, Nihitabe no Muraji no Yonemaro, followed them.  Prince Naka no Oe himself questioned Arima about why he plotted treason.  Arima's answer is a bit cryptic:  “Heaven and Akaye know.” He responded, “I do not understand at all.” In the end, all of the conspirators were found guilty, and executed.  Tajihi no Wosaha no Muraji no Kuniso was sent to do the task.  Prince Arima was strangled at the Fujishiro acclivity, along with Shihoya no Konoshiro and Nihitabe no Yonemaro.  Before being executed, Konoshiro made a rather macabre request, asking that—presumably after he was dead—they cut off his right hand and make it a national treasure.  The other two conspirators, Mori no Oho-ishi and Sakahibe no Kusuri, were merely banished, presumably having played less of a role. Once again, we must remember that we are only getting one side of the story.  It is definitely convenient for Naka no Oe to have a potential rival out of the way.  At the same time, it is certainly plausible that there was more than a little bit of consternation about how Takara Hime had been spending so much on all of these construction projects.  And yet… were these Takara Hime's projects, alone? Remember, Prince Naka no Oe seems to have had a fair bit of clout.  He orchestrated the original coup, where he killed Soga no Iruka and his father.  And then he declined the throne, but became a major part of the new government.  He was apparently powerful enough that he organized the move back to Asuka against the wishes of Karu no Ohokimi. So would all of these projects have been done without his involvement? This is an area where I have to admit that I probably need to check my bias.  On the one hand, it is rare enough in patriarchal accounts to see women with agency and in positions of power, and so it is easy enough to make an assumption that any agency they are given in the record, they likely had more than is mentioned.  At the same time, in this particular instance, at least, Takara Hime's role in this could just as easily be a cover to preserve the image of Naka no Oe, who is certainly portrayed as a hero figure, bringing much needed change and modernization—such as it was—to Yamato.  His enemies are always shown to be in the wrong, and even if he is accused of something horrible—such as the death of Soga no Ishikawa no Maro—it turns out that it was actually the fault of someone else, such as the person who slandered Maro to him in the first place.  So could it be that these unpopular construction projects were actually his doing, all along?  Was the conspiracy simply to overthrow Takara Hime, or was it focused on both her and Naka no Oe, together? To be honest, I couldn't say for certain.  All we have to go on is what the Chroniclers tell us, and they lay the blame fairly firmly at the feet of Takara Hime.  But do remember that Naka no Oe is not necessarily the Shining Prince that he is often made out to be, and that people rarely come to or stay in power in a society like Yamato's by being nice all the time.  We certainly know what he is capable of from the Isshi Incident, and we shouldn't forget that in the narrative. Now when Takara Hime returned from Ki Onsen after winter ended, in the new year.  We are told that she got back on the third day of the first month of 659.  A couple of months later, on the first day of the third month, she went to Yoshino and held a banquet there—no doubt at the palace she had had constructed.  This may have been at the site of Miyataki Ruins, where excavations have revealed numerous examples of roof tiles and other artifacts that may have come from a building from the Asuka or Nara era. The visit to Yoshino must have been quick, however, as we are told that two days later she visited Hira-ura in Afumi, on the shores of Lake Biwa.  Perhaps this only means she left two days later, since that must have been quite the journey back in the day.  Would she have traveled on horseback, or in a carriage or something similar?  No doubt a full procession would take time, and I doubt that the sovereign would push herself.  We also don't have a reason for her to go, that I can see.  It is an odd entry, to say the least. And I think it may be best to end it there.  I do encourage anyone who can to get down to Asuka and plan to spend a couple of days if you really want to get around.  You may want to rent a bike or even a car to get to everything, though you can walk to most things.  There are several museums and cultural centers set up to expound upon Asuka culture, with a focus on the history and archaeology specifically of that period. The palace site where Takara Hime ruled would continue to be the location of at least two more palaces, which we'll talk about in time.  Before that, though, we'll want to cover a few more things.  Most importantly, we'll want to talk about the relationship with lands outside of the archipelago.  We'll discuss the man from Tukhara—who may have simply been from the Ryukyu islands, or possible from as far aways the Dvaravati Kingdom, in modern day Thailand, or even from the western edge of India and Pakistan, having traveled the Silk Road.  Some have even suggested that he may be a Tocharian, and we'll talk about what that means.  And then, before we finish, we'll have to talk about everything else going on, including the conclusion of the Tang-Baekje war. Until then thank you for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.    

大規模火災で焼けた建物の解体が進む石川県輪島市の観光名所「朝市通り」近くに住む二俣大輔さん。 Japan on Wednesday marked the first anniversary of a massive earthquake in the Noto Peninsula in the central prefecture of Ishikawa that has left more than 500 people dead.

- Vào đêm hôm qua (26/11), một trận động đất có độ lớn 6,4 đã xảy ra tại tỉnh Ishikawa và các tỉnh miền Trung khác của Nhật Bản. Mặc dù không có cảnh báo sóng thần được đưa ra, nhưng rất nhiều người dân ở khu vực này đã bày tỏ sự lo lắng và sợ hãi, nhất là trong bối cảnh Ishikawa vẫn đang trong quá trình tái thiết sau thảm họa động đất kinh hoàng xảy ra hồi đầu năm ở Bán đảo Noto cũng như trận mưa lũ lịch sử hồi tháng 9 vừa qua. Chủ đề : nhật bản, động đất --- Support this podcast: https://podcasters.spotify.com/pod/show/vov1tintuc/support

This episode we look at the Hakuchi era.  Specifically, the implementation of something called the "Equal Fields" system, which seems to be what the court was trying to implement in some of their early Ritsuryo edicts.  And then we'll see why this era is the "Asuka" period and not the "Naniwa" period, despite the grand temple to government erected in that area of ancient Osaka. For more, check out https://sengokudaimyo.com/podcast/episode-114 Rough Transcript Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is Episode 114: Public Lands and Remote Work   In the early evening, Karu paced through the halls of the inner palace.  The grand scale of the construction was impressive, and it was built and furnished with the finest materials available.  In all aspects it was the shining jewel.  The center of the Yamato world.  The entire thing still felt new. And yet, for all of that, it now felt strangely empty.  So many of those who had previously graced its halls were only memories.  Karu looked over the halls and wondered:  Was it worth it?    He had worked with his nephew and others to build a Kingdom worthy of the name.  They had instituted reforms to model themselves after the major powers of the day.  They had a built a palace to last the test of time.  This wasn't just another place to be abandoned—this was meant to be the bedrock on which the new State would stand.  It was the center of ritual and of the government. But was it?  The government was more than just buildings.  It was the people who made up the offices and the ministries.  It was the entire royal family.  It was the scholars and the officials, debating just how things should work. What would happen when Karu was gone?  Would this system last the test of time?  Or would it disappear, to be replaced by something new?  For centuries, every sovereign had made a new home for themselves every time the previous sovereign passed away.  Is that what would happen to Karu as well? As the sun set, and darkness set in, Karu could only wonder what the future might hold. So here we are in the Hakuchi era, during the reign of Karu, aka Ame Yorodzu Toyohi, which is to say between the years 650 and 654.  The era of Great Change was now the era of the White Pheasant – listen to our last couple of episodes to understand why -- and all of the changes weve been discussing were starting to really come together.  Front and center of those changes was the Nagara Toyosaki Palace, a physical manifestation of the new bureaucratic system of government that the sovereign, Karu; the Crown Prince, Naka no Oe; and others had put into place.  The work of this government was happening on a stage much grander than anything that had previously been seen in the islands. This was the start of what we know as the Ritsuryo Era, and it was finally coalescing.  In this episode we'll talk about how, in the Hakuchi era, we see the implementation of the continental system known as the “Equal Field System”, and how the bureaucratic government was extended down to the individual household.  This was all part of what we've come to know as the Ritsuryo state, which we talked about back in Episode 108 as we started all of these changes.  We are now seeing the foundations of that new state, and we are several years into its implementation, seeing those early edicts finally starting to bear fruit.All of this, of course, was focused on the seat of government in Naniwa. And yet, spoiler alert, this is not called the “Naniwa Era”.  We are still in what many refer to as the Asuka Era.  So what happened?  Towards the end of the episode we'll talk about what happened as the era came to a close, or at least as much as we know. To kick us off, let's talk about where we stand in the Hakuchi era, and look at the culmination of these early Ritsuryo changes we've been talking about. Whatever else had happened, various good omens, crises, and so on – the work of the government was continuing.  Once again, we see records of various envoys from the continent —and we'll get into the international situation, later—but for now, let's focus on what was going on in the archipelago itself.  Specifically, I want to talk about something called the Equal Field System, another innovation that Karu and his administration introduced to Yamato. The Equal Field System goes back to at least the Northern Wei dynasty, over on the continent, in the late 5th century.  It attempted to solve several issues regarding how the government could make sure that land was being worked—and that the government was also getting its cut.  To that end, let's back up a bit and talk about concepts of public versus private land, and how they apply to Yamato at the time. The concept of “private” land may seem simplistic, as we have an idea of what it means today.  Your “private” land is land you own, of course.  “Public” land belongs to the government.  But in Japan—and in much of East Asia—those concepts weren't necessarily the same.  In many early theories of land ownership, all land belonged to the State—individuals were simply using it.  To a certain degree, even today, land is often held only so long as you have a deed or other proof of ownership that is recognized by the State, but concepts like eminent domain can supercede that ownership. So for our purposes, here, Private land was land where all the produce went to a private individual or private interest,  such as a family—or even a temple or shrine.  If it was truly privately-owned land, then all of the produce of that land went to the owner.  Even if the government technically owned the land, the land could still be considered private, meaning that it wasn't  considered taxable by the government – whoever controlled the land got all the produce. In contrast to that, public land was land where the government was owed some or all of the produce.  It might have been worked by individuals, but was still taxable in part or full.  An early system that goes back to at least the Zhou dynasty was known as the Well Field System.  In this system, land was ideally divided into nine squares.  The eight squares of land on the outside of the square would all be held and worked by private farmers, who were able to keep whatever they produced on the land.  In return, they were to provide labor on the public land in the center, the produce of which went to the State, which could then be stashed away in case of famine or used to help increase the State's coffers and thus pay for other amenities. Of course often it just went into the pockets of various aristocrats.  I also wonder just how much effort was actually put in to working the public land in the Well Field System. That name, by the way, comes from how the whole schematic looked when drawn out.  The hanzi, or kanji, for a “well”—as in a place where you draw water—is much like a modern hashtag mark.  Think two horizontal and two vertical lines, like a tic-tac-toe board.  This comes from the fact that wells were often square or rectangular holes, the sides of which could be reinforced with wood.  At the top, the well frame was often formed with overlapping wooden beams, forming a shape similar to a hashtag.  And so in the Well Field System, the center of the tic-tac-toe board was the public land, and everything else was private.  This system fell apart with the fall of the Zhou during the Summer and Autumn periods, though there were attempts to revive it.  After all, it had been mentioned in the Book of Rites, the Liji, and it was praised by Mengzi—the famous scholar and philosopher we known to the West by his latinized name of  “Mencius”.  As such, it was officially documented as a “good idea” and so there were often attempts to revive it. The Northern Wei, however, took a slightly different approach.  In the late 5th century, they were looking for a way to curb the power of aristocratic families.  Since the Qin dynasty and onwards, they had seen the growth of families accumulating land and thus wealth and power.  These powerful families were both necessary and a threat, as they held the power to prop up or tear down a government.  Farmers would need to rent land from the powerful landowners, paying them a portion of their harvest as rent. To counter this, the Northern Wei instituted the Equal Field system.  Under this system, they claimed government ownership of vast swaths of land and then provided equal parts of that government land to every adult person.  Upon a person's death, their land would revert back to the government, who could then redistribute it to others.  The peasants would then be expected to provide a portion of the harvest as tax—they would provide food-rent for the land, as well as payment in cloth and a set number of days of corvee labor.  The key was that all of this payment was due to the government, and not to private aristocratic families. After the Northern Wei fell, the Equal Field system was reinvigorated by the Sui and Tang dynasties, who extended the system across their territories—or at least within the Yellow River and Yangzi River basins.  The system did have some allowances for inheritance—especially in instances like mulberry groves, which would be maintained by successive generations.  In general, however, most of the land was to be reclaimed by the government upon a person's death or at the point that they reached 60 years of age, and then it would be redistributed. This is still a relatively simplistic overview, and there were plenty of different adjustments and changes to the system over the years.  Key for us, though, is looking at the adoption of the Equal Field concept in the archipelago. Up to this point, land ownership in Yamato, such as it was, fell under various family groups.  They would own the land and whatever was produced on it, so it was truly private land.  “Yake” were set up by the families as central storehouses and administrative centers.  In this case, the royal family was, in many ways, just another landowner, and their “yake” are indicated in the Chronicles with the royal “mi” honorific—hence the “miyake”. As the reformers went about making changes in the period between 645-650, they adopted the concept of the Equal Field System.  Prominent figures such as Naka no Oe himself gave up their private fields, and the royal lands were turned into government lands.  They instituted the concept that all land in the archipelago nominally belonged to the State, and that others worked it at the Sovereign's pleasure. As we talked about in the past several episodes, this made the Sovereign and the State more prominent in people's lives, and it built bonds with the peasants in that they were granted land on which to work and make a livelihood.  They didn't necessarily have to work out a separate arrangement with some noble family, and the fields and taxes were “equal” for every person. Of course, surveying the land, taking a census, and distributing the land to the people didn't happen overnight, and it isn't even clear how well it occurred outside of the lands originally owned by the royal family, at least initially.  We are told that even though the project had kicked off years earlier, back in 646, it wasn't until the second month of 652 that we are told that the distribution of rice-land had been completed.  30 paces of land—Aston notes that it was 30 paces long by 12 paces wide—made up a single TAN of rice-land, and 10 TAN made up a CHOU.  Each TAN or land a person was granted was expected to provide back to the government a sheaf and a half of rice, with each CHOU providing 15 sheaves. This effort simplified taxation, in a way—everyone owed the same thing, based on their household and how much land they had been granted.  However, it also would have required an enormous bureaucratic engine.  Scribes would have been in high demand—anyone who could read and write.  Without modern computers, they would need to hand count everything in a given district, then send those numbers up to the governor, and then send them again to the capital.  Hence the giant government complex set up in Naniwa to oversee all of this and to ensure that the government worked as intended. In the fourth month of 652, the work continued.  We are told that the registers of population were prepared—presumably based on the information that had been previously acquired from around the provinces and sent to the court.  The earlier edicts from 646 that outlined this system—which we mentioned back in Episode 109—was finally put in force.  As we noted back in that episode, 50 houses made up a township, or RI—the character used is also pronounced “SATO”, today, and often refers to a village.  Each RI had an appointed elder, or head, using the term “CHOU”.  This term is still found today in modern parlance:  The head of a company, or “KAISHA” is the “SHACHOU”, while the head of a division, or BU, within said company would be the BUCHOU.  KAICHOU is the head of an association, or “KAI” and the “GAKUCHOU” is the head of a “DAIGAKU”, a university—basically the University President.  In this case the “CHOU” of the “RI” would be the “RICHOU”, using the Sino-Japanese On'yomi pronunciation, though in the vernacular they probably would have been called the “Sato-osa”.  All of this just means village head or village chief. So 50 houses made up a RI, with one RICHOU at the head.  In addition, each house would have a senior member appointed as the official head of household, or KACHOU.  From there, houses were associated together in groups of five for mutual protection, with one head, or CHOU, per group of five.  And okay, so they were creating groups of people for administrative purposes?  Who cares?  Well, the thing about this is that it was encoded into the new legal system, and it had several implications.  Chief among them was the implication of primogeniture: Since the most senior person was made the KACHOU or head of household (and by “person” I think we can assume that “man” was a given, unless there were no men in the house for some reason), this meant that the eldest person in the household was automatically the one who inherited that position, along with the status and control that came with it.  As we've seen, up to this point, it was not necessarily the case that the most senior person would inherit in ancient Yamato tradition.  Inheritance could pass from a younger brother to an older brother, or to a younger son of a younger son.  While there was some apparent concern over lineage and making sure that the individual was of the proper bloodline, at least for royal inheritance, there was not an automatic assumption of precedence for who would inherit. Of course, as we've seen, this set off all sorts of disputes and problems, especially among the elite where wealth and power was involved.  However, I think it is fair to assume that these problems weren't relegated purely to the upper levels of society.  Inheritance is always tricky, even in cases where it seems like it should be straightforward. I imagine that the institution of primogeniture as a legal concept would have had consequences beyond just inheritance.  It set up ideas of who was “important” in the family, and the family is often a microcosm of society at large.  Primogeniture meant that age and masculinity were both valued over youth and femininity.  That isn't to say that pre-Taika Ritsuryo was a bastion of equality, but we do see more instances where men and women seem to be on closer to equal footing. In the concept of primogeniture, I believe we can also see the institution of Confucian values—not surprising as this whole thing is cribbed from the continent, with a lot of it being taken from the Tang court.  We've discussed Confucian concepts of filial piety and how that fed into patriarchal—and frankly monarchical—ideas.  The Father and Son, the Ruler and Subject, the Husband and Wife, Elder Brother and Younger Brother, etc.  These were the relationships that were important and they defined much of the way people were expected to interact. As the new system being instituted copied the form of continental government, it would have also been preaching many of its values, as well.  Scholars will continue to debate how widespread the changes actually were.  Did the equal-fields system exist all the way out to the edge of Emishi territory?  Did it cover the mountainous regions of Honshu?  How about to the West of Yamato?  We don't know, but nonetheless, we do see both the expansion and centralization of Yamato power, so there seems to be something to it. By all accounts, the work that had taken place in this era appears to have been a smashing success.  The Taika reforms had taken hold, and the Ritsuryo state seemed to be off to a roaring start.  At the center of it was the newly built Nagara Toyosaki Palace, a giant stage for carrying out the business and ritual of the State.  One would think that the founders of this new State would have been overjoyed.  Naka no Oe, Nakatomi no Kamatari, and the sovereign, Karu, among them.  And yet, the story doesn't seem quite that simple. The first Ministers of the Right and Left had already passed away.  Abe no Oho-omi had passed of what appears to be natural causes, but Soga no Oho-omi, aka Ishikawa no Maro, was undone by slander, accused of treason, and took his own life rather than being killed by the government forces sent after him.  And in the 6th month of 653, the sovereign was told that the Priest Min had passed away. Min—Aston sometimes transcribes it as “Bin”—was one of the sources for much of the information about the continental systems of government.  We've mentioned him on and off for the last 5 or 6 episodes, though you may not have always caught the reference.  Also, since even Aston switches between pronunciations at times, I apologize if I haven't been consistent.  If I said Priest “Min” or “Bin”, we're talking about the same person.  He was a Buddhist priest who had traveled to the Sui dynasty in 608, spending 24 years there, witnessing the change from the Sui to the Tang, returning to Yamato in 632.  He was consulted on various omens, and he and Takamuko Kuromaro, who had also been made a State Scholar, or Hakase, at the same time, both worked to set up the eight ministries of the state, the core of the Ritsuryo bureaucracy. The death of Min was felt across the organs of state.  Both the Queen Dowager and Naka no Oe, the Crown Prince, sent messengers to offer condolences.  The sovereign commanded the painters, Koma no Tachibe no Komaro, Funado no Atahe, and others to make a large number of figures of the Buddha and Boddhisatvas.  They were to be placed in the temple of Kawaradera, though other sources say Yamadadera.  Both of these are in Asuka—although the capital had moved to Naniwa, and there was the temple of Shitennoji there, just south of the palace, I can't help but notice that many of the established temples remained in and around the old capital at Asuka. 653 saw something else, which also seems a bit odd, given the apparent success of the government.  We see that in this year the Crown Prince, Naka no Oe, petitioned his uncle, the Sovereign, to move the royal residence back to the Yamato capital, which is to say Asuka—in the heartland of Yamato as opposed to outside the Nara Basin, like Naniwa.  This is quite the request.  They had just finished establishing a large palace complex in Naniwa.  Why would they pull up stakes and move everything back to Asuka? So the sovereign, Karu, denied Naka no Oe's petition.  Regardless, Naka no Oe took his mother, the Queen Dowager, as well as Karu's own Queen, Hashibito and the younger royal princes, and he moved all of them back to Asuka, moving into the temporary palace of Kawabe.  The ministers and the various Daibu all followed him.  He basically moved the royal family and the court back to Asuka, without Karu's permission, and everyone followed him. We aren't told why this happened.  Was there a falling out between Naka no Oe and the Sovereign?  Was there some other issue that caused Naka no Oe to want to abandon the capital they had worked so hard to build? Karu was understandably upset by this apparent betrayal.  He expressed himself in a poem which he sent to his wife: KANAKITSUKE / AGAKAFU KOMA WA / HIKIDESEZU AGAKAFU KOMA WO / HITO MITSURAMUKA The pony which I keep/ I put shackles on / And led it not out Can anyone have seen / The pony which I keep? And if it wasn't enough that the people had left. We see once more, on the New Year's Day of 654, that the rats likewise left Naniwa and migrated towards Asuka.  This last one I certainly question as to whether or not it happened, but the meaning and symbolism is clear.  The Chroniclers are telling us that the effective capital was moving back to Asuka.  The time in Naniwa was limited. This doesn't appear to have negatively affected the fortunes of Naka no Oe and his supporters.  On the contrary: Nakatomi no Kamatari no Muraji, on this same New Year's Day, was granted the Shikwan, the purple cap, and his fief was increased.  The Toushi Kaden, the History of the Fujiwara House, says that it was increased by 8,000 households. It seems that the business of the government continued apace through 654, though it is a bit unclear just how things worked, given the split between Asuka and Naniwa.  Was Karu left alone in the giant complex he had built?  Or was it still where all of the government work happened?  If so, just how much were the high ministers missed, or were they working remotely, via messenger and post-horse? Whatever the situation, it would resolve by the end of the year.  On the 1st day of the 10th month, Naka no Oe learned that his uncle, the Sovereign, had taken ill.  Naka no Oe and the entire court returned to Naniwa to see him.  Nine days later, on the 10th day of the 10th month, Karu passed away in the state bedchamber he was around 57 or 58 years old.  He was temporarily interred in the southern courtyard, and Mozu no Hashi no Muraji no Doutoko oversaw the palace of temporary interment.  He would be buried in the Ohosaka Shinaga Tomb, which was built near the site of tombs associated with Kashikiyahime and others, south of the Yamato river, on the west side of the mountains that separate the Kawachi plain from the Nara basin. Two months later, Naka no Oe and his mother made it official, and formally moved to the temporary palace of Kawabe in Asuka.  Naka no Oe's mother, Takara Hime, would come to the throne on the third day of the first month of the new year, 655.  It would be her second time on the throne.   Since she reigned twice, the Chroniclers actually gave her two posthumous regnal names.  For the first reign they named her “Kougyoku Tennou”.  In the second reign they named her “Saimei Tennou”, to distinguish from her first reign on the throne.  As far as I know this has only happened twice—the second time being with Kouken, aka Shoutoku, Tennou in the late 8th century. Why she took the throne again is not addressed.  She had been the sovereign, stepping down during the Isshi Incident, when Soga no Iruka was killed in front of her.  At that time, Naka no Oe had been urged to take the throne, but he decided against it.  After all, Furubito no Oe was still around at that time, and seems to have had his own claim.  Naka no Oe couldn't take the throne while Furubito was still alive and, at the same time, claim to be the filial person that Confucian theory said he should be.  And so his uncle, Karu, took the throne, since nobody could really say anything against it.  Now, though, Furubito no Oe and Karu were both deceased.  Why didn't Naka no Oe, the Crown Prince, ascend the throne?  Again, we aren't given an answer.  There is one other thing that is possibly worth noting, however: Karu had a son.  This may be whom they are referring to as the “younger princes” who were brought to Asuka when everyone moved there.  This was Prince Arima.  He is believed to have been born in 640, so he would have been about 15 years old at the time of his father's death.  Naka no Oe was the Crown Prince, but did Arima also have a claim?  He was, after all, the male son of the most recent sovereign, Karu, and his queen, Hashibito hime.  This is something that we will definitely look at in a future episode. It should be noted that Naka no Oe was born in 626.  He would have been 18 or 19 years old during the time of the Isshi incident, and was only ten years old, 29 years old, when his mother took the throne for the second time, in 655.  She, on the other hand, was about 62 years old when she took the throne the second time.  The consensus is that even though she reigned as sovereign, the true power continued to rest with the young Naka no Oe and his clique, and they would continue to direct the government for the next several decades. And with that we largely bring to a close the Hakuchi era.  The era ended with Karu's death, and no new era was declared for Takara Hime's reign.  The period from the Hakuchi era to the start of the Nara period is often referred to as the Hakuho period.  An unofficial name taken from the names of the nengo on either side of it.  It often is used specifically to reference the art of the period, as more and more continental influence continued to pour in. Next episode, we'll take a look at the various interactions with the continent and go a little more into the politics of the time.  Takara Hime's second reign—for which she was posthumously given the name “Saimei Tennou”—dealt a lot with the continent, among other things.  Things on the Korean peninsula were heating up, and the Tang was continuing to push against those on their borders, both along the Silk Road to the West, but also against states like Goguryeo, in the northeast.  And yet it wasn't a time of constant warfare, either.  We'll do our best to look at what was happening. Until then thank you for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website, SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.

A new "Adventurer's Supply Kit" is now available on the online store, a new sweepstakes with strange prizes is underway, the next Live Letter set to reveal part two of FFXIV's upcoming patch 7.1 has been announced. We discuss all of this, plus a rundown of a recent Pax Australia panel with Natsuku Ishikawa and Saki Takayanagi about how they craft characters in FFXIV. And of course: MogMail. MogMail: https://speakersxiv.com/mogmail/ ► Patreon: https://www.patreon.com/SpeakersXIV ► Become a Speakers YT Member: https://www.youtube.com/channel/UC2BQVHKP5x3Cs62MB0DF5EQ/join ► Merchandise: https://speakersxiv-shop.fourthwall.com/ ► Follow us on Twitter: https://twitter.com/SpeakersXIV ► Catch us LIVE on Twitch: http://www.twitch.tv/SpeakersXIV ► Speakers Discord: https://discord.gg/ATBUccS

Hour 4: Murph & Markus debate why the Chiefs & Patrick Mahomes always get favorable calls/non-calls by the referees, share their memories of Travis Ishikawa's walk-off HR against the Cardinals in the 2014 NLCS, and close the show.See omnystudio.com/listener for privacy information.

Hour 4: Murph & Markus debate why the Chiefs & Patrick Mahomes always get favorable calls/non-calls by the referees, share their memories of Travis Ishikawa's walk-off HR against the Cardinals in the 2014 NLCS, and close the show.See omnystudio.com/listener for privacy information.

So the year 649 was so bad that they went and changed the whole calendar to forget about it!  In 650 a white pheasant is brought to the court, and they sieze on that as a chance to rename the era from Taika to Hakuchi.  That should make things better, right? This episode we talk about this event--their reasoning, as well as what is recorded as having happened.  We also take a look at the completion of the Ajifu no Miya and how it was renamed to the Naniwa no Toyosaki no Nagara no Miya, or the Toyosaki Nagara Palace of Naniwa.  This is thought to be what we know today as the Early Naniwa Palace, and it was a real change, and, in many ways, the physical manifestation of the Taika era reforms. For photos and more, check out https://sengokudaimyo.com/podcast/episode-113 Rough Transcript: Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua, and this is Episode 113: The White Pheasant.   The officials of the court stood sentinel at the palace gates, a formidable line of authority draped in flowing, vibrant robes that signified their rank. Each step down the line revealed a cascade of colors, a living tapestry of power and prestige. Only the envoys from distant shores stood apart, their unique uniforms adding an exotic flair to the proceedings, as well as a certain legitimacy as outside witnesses.   The air crackled with anticipation as the crowd waited, their breath held, until four figures emerged, bearing aloft a magnificent litter adorned with intricate decorations that shimmered as they caught the sun's rays.   Upon that litter rested a cage, and within it,a dazzling white pheasant, plucked from the untamed wilds of Anato. Whispers rippled through the throng; some questioned the significance of this fragile creature, while others dared to see it as a divine omen. Was this bird as pure as the tales had promised? The capital had buzzed with rumors ever since its unexpected arrival, and those in the back stretched their necks, desperate for a glimpse of this rare marvel.   The past year had cast a shadow over the Yamato court, leaving the air thick with uncertainty. Yet, this ethereal bird, shimmering with the promise of renewal, seemed to herald a shift—an opportunity for rebirth that everyone craved.  At the very least it was a much needed distraction from everything that had previously occurred.   As the litter glided past, the courtiers bowed deeply in reverence, forming two disciplined lines that followed through the grand gates. Together, they marched into the palace, hearts pounding with hope. They were not just entering a building; they were stepping into a new era, one that, with a whisper of fate, could rise above the struggles of the past.     This episode we kick off the start of a new era—the Hakuchi era, or the era of the White Pheasant.  It followed the Taika era, and it does have a different feel.  It is less about new edicts and more about how things were shaking out and coming together.  And one of the things that was coming together was the Nagara no Toyosaki palace, which is believed to be the same one known to archaeologists as the “Early Naniwa Palace” unearthed in Ohosaka and dated to the mid-7th century.  We'll actually start with a look at this palace, continuing our discussion from last episode, as our sovereign, Karu, aka Koutoku Tennou, seems to have been a bit crazy about all of his palaces, and figuring out just which is which can be an issue in and of itself. We'll also touch on the start of this new era, and look at why and what it meant to come up with a new era name—a new “nengou”—in the middle of a reign like this.  And so we catch ourselves at the start of the year 650, still, technically, in the Taika era.  The year started well enough, with the sovereign celebrating the new year at the Ajifu palace and then coming straight back—the Ajifu palace was apparently yet another new palace and it seems construction had only recently begun.  Now, There is some confusion between the Ajifu palace and the Toyosaki palace.  The Ajifu palace is traditionally thought to have been located on the opposite side o f the Yodo river, in the area of modern Settsu city, on the site of what became the Ajifu Shrine.  Others have suggested that it was actually on the Kanimachi plateau, which is where the Toyosaki palace was.  Notably the “Toyosaki” palace is not located anywhere near the modern area of “Toyosaki” with which it seems to share a name.  From what little information we have, it seems to have been quite the complex.  As to why he would need yet another palace, I could not say.  And yet, later we see that the Ajifu Palace is eventually named the Nagara Toyosaki Palace.  So are they one and the same?  Did they move the Toyosaki Palace?  Or did they build the Toyosaki Palace and then *rebuild* it as the Ajifu Palace—aka the Nagara Toyosaki Palace? At this point the way that the Chronicles talk about it, the Ajifu palace site seems to have been almost purely conceptual, while previous accounts seem to indicate that the Toyosaki Palace was already in use.  That would have made for an interesting New Year's celebration, probably in temporary buildings erected quickly amongst the grass and fields, with some nearby tomb mounds that would need to be leveled or moved to make room, we are later told.  It seems they were still surveying the site, but I guess Karu really was looking for a change.  And so he celebrated the new year at the Ajifu palace, but quickly returned back to wherever the work of the government was actually occurring. As to where that was, well, we talked last episode about all of Karu's meanderings from one palace to the other.  The Nihon Shoki text itself is not exactly clear, as I read it.  It doesn't help that the term for palace, or “miya”, appears to refer to both a complex and a single residence, without a clear distinction given between the two.  And so, though I mentioned it last episode, let's recap what we know about the palaces this reign. So in 645, we are told that Karu decided upon Naniwa and we are told that this is the “Toyosaki” palace.  Then in 646, Karu took up residence in the “detached” palace of Koshiro in Sayabe, Naniwa.  This was likely him repurposing the Miyake, the government offices with the royal granaries.  He was only there for about two months, though, before he returned.  Then, in the third month of 646, he issues an amnesty claiming to have taken up residence in the new palace—but we aren't told which one. In 647, two years into the reign, the government offices at Wogohori are torn down and a palace was built there.  Now this is somewhat confusing because there appear to be two government districts:  Wogohori and Ohogohori.  You'll probably notice how similar these two sound, though it may have been more like “wogopori” and “opogopori”. Back in the day.  Wo-gohori, or the “Small District”, is mentioned once, but mainly just as a place name.  Ohogohori, or the “Big District” has previously shown up as the place with government offices for the envoys from overseas.   Confusing matters, in a later entry, Karu eventually moves out of the palace at Oho-gohori and into the palace that would be known as the Nagara Toyosaki palace.  So was he at Wogohori and then later at Ohogohori?  Or was there some scribal error such that the two got confused? And then in 648 we are told that Karu moved into the Toyosaki palace in Naniwa.  Two years later, in 650, and he is now celebrating New Year's at the Ajifu palace, which may refer to a location on the other side of the Yodo river, but is likely in the spot we now think of as the Nagara Toyosaki Palace.  We then know that in 651 they were still building a palace.  And it isn't until the last day of 651 that Karu would formally move from Ohogori into the Ajifu palace, which we are told was then renamed the Nagara no Toyosaki no Miya---the Nagara Toyosaki Palace. I have several thoughts on all of this.  One, is that there may have been two “Toyosaki” palaces—there was the Toyosaki palace that he first moved into, and then there is the Nagara Toyosaki Palace.  “Nagara” appears to mean something like “Long Handle”, but other than that, I don't know that there is a good translation.  It may refer to the fact that it was meant to last longer, or that it was even larger than the previous palace.  It may even be that the original Toyosaki Palace was just a few of the buildings, and that eventually it grew into the larger Nagara Toyosaki Palace, but if that is the case, what is up with term “Ajifu”?  Was that just one building in the larger palace?  Or are earlier mentions of “Toyosaki” anachronistic, and perhaps it wasn't until the entire thing was complete that they gave it that name?  Many modern accounts appear to conflate the Toyosaki palace with the Nagara no Toyosaki Palace, saying it just took that long to build.  That would imply that the Ajifu palace really was there on the Kamimachi plateau, at the known Naniwa palace site.  Alternatively, “Nagara” could possibly have been a reference to the fact that the Ajifu palace was an extension of the larger Toyosaki complex, possibly built out of the government offices of either Wogohori or Ohogohori. For all that we don't know exactly what was happening here, we have a pretty good idea in the archaeological record about at least one of the palace sites on the Kamimachi plateau.  This site has been identified as the Toyosaki palace of Karu, aka Koutoku Tennou, and it would actually be reused at a later date.  Sure enough, there are remains of at least two palace complexes on the site, with the one from our period known as the “Early Naniwa Palace” site. Based on its size and layout, this Early Naniwa palace was the first of its kind.  Previous palaces in Asuka had not dissimilar designs in terms of the general arrangement, but this clearly made use of the structure of continental style palace complexes, and was likely intended to be a new, permanent capital. The north of the palace complex consisted of a rectangular, walled section 185 meters east to west and 200 meters north to south, making up the “dairi”.  That's almost 10 acres of enclosed space, set aside as the sovereign's personal living quarters. South of that was a smaller area with the front hall, one of the largest for its time.  It was 36 meters east to west and 19 meters north to south.  This would have been the hall called the “Daigokuden” in later palaces, where official rituals would take place.  There was a gate between it and the Dairi, to the north, as well as a gate to the south, flanked by two octagonal buildings, which led to the Chodoin, the main working area of the court complex. This is part of what sets this palace apart from others, and why it likely took a while to build.  It may also explain all the different palace names as there was probably a lot of construction for a long time.  In previous instances, as far as we can tell, the sovereign's palace was both their home and the building where state business was conducted.  Think, perhaps, of the White House, in the US, and then imagine that the White House, the Capitol Building, and the Supreme Court were all part of the same compound, with only the barest of concessions to privacy between them.  In this new layout, the dairi was reserved to the sovereign, there was a small area for the official throne room, and then south of that was the Chodoin, the court hall complex. This was a huge change to how things had operated in the past.  While the main audience hall was still nominally part of the dairi, so the “private” areas of the palace weren't entirely “private”, it was still leaps and bounds more separated than in the previous palaces we've uncovered.  Sure, the idea of lining up buildings from the front gate to the larger buildings towards the back, making people approach successively larger and more impressive buildings, generally seems to have been a thing as far back as the Makimuku Palace near Mt. Miwa, back in the third century, but even then, there is no clearly defined separation between the public and private spaces of the sovereign.  There does seem to have been restrictions on who could enter what parts of the compound, with the sovereign's personal quarters being the most restricted, but now there were walls and gates and guards separating one area from another. The Chodoin itself, the main “business” or “public” area of the court, appears to have been about 262.8 meters north to south and 233.6 meters east to west—a little over 15 acres.  Most of that was open space between the 14 “choudou” halls lined up symmetrically, 7 on either side.  These were the individual buildings where the various government officials were to meet and conduct business, as well as conduct rituals, feasts, etc.  There was a southern gate that provided the entrance to the Chodoin and led to another large area with the Choshuden, the buildings where officials could change into and out of their formal court uniforms, and otherwise prepare for or close out the day.  South of that was the main gate for the entire compound, the Suzaku gate, named for Suzaku, the red bird of the south, one of the four directional guardian spirits. We know the buildings largely from their post holes.  They were made of wood, and it is likely that most of them were thatched.  They may have been painted white, vermillion, and green—classic paints that were based on continental styles and which were said to help prevent the wooden pillars from rotting too quickly.  It is unsurprising that this would have taken years—but it is also possible that they built some quarters for the sovereign and then built out from there.  This also would have been key to a lot of the governmental reforms, providing an actual location for the work that the reforms were directing. Of course, there was a lot of work to be done, and the halls in the palace were limited, so two areas to the east and west of the complex were set aside and appear to have been built up with other government offices, suitable for carrying out the day to day minutiae that was required. There is still a question of whether or not they also instituted the larger grid system city layout around the palace complex.  Currently we have no evidence for that, though perhaps they were considering it, eventually.  Unfortunately, with all of the construction in Osaka over time, I don't know if we could be able to find or discern such a layout if we did find it.  For now, we will stick with what we know:  an absolute unit of a court complex that took them several years to build. Getting back to the Chronicles: Our next entry in the Nihon Shoki, after the New Years celebration, tells us that in the second month, Kusakabe no Muraji no Shikofu, the governor of Anato Province, brought a white pheasant to the court.  The report claimed that it had been caught by Nihe, a relative of Obito, the Kuni no Miyatsuko of Anato, on the 9th day of the first month, on Mt. Wonoyama. For reference, the land of Anato was at the far western end of Honshu, part of the San'yodo, itself a designation for the lands along the Seto Inland Sea coast from Harima, modern Hyogo prefecture, out to Anato, modern Yamaguchi prefecture.  It was on the Honshu side of the Shimonoseki strait, which was the main entrance from the Korean Strait and the Japan Sea to the Seto Inland Sea.  The area would later be known as Nagato, which would eventually be called Choshu, an area which any students of the fall of the Tokugawa shogunate are sure to recognize. We discussed back in Episode 94 how white or albino animals—assuming they weren't normally white—were considered particularly auspicious.  So in 598, the land of Koshi sent a white deer they had found to the court of Kashikiya Hime, which is to say Suiko Tenno.  And so the white pheasant from Anato was clearly seen as an omen—but was it truly auspicious.  Here we see the court investigating this, and how exactly they go about that is somewhat enlightening as to how the court thought in general. First, they made inquiry of the lords of Baekje—I would suspect this referred to those recognized as Baekje nobility residing in the archipelago, rather than sending a correspondence to the peninsula and back.  That they went to someone from Baekje would seem to indicate the importance they placed on Baekje as a conduit for continental learning.  Indeed, the answer they got back—whether from a single, unnamed individual or a group of Baekje nobility—was that White Pheasants were recorded in the 11th year of Yongping, which would be 68 CE to us, during the reign of Ming of the later Han dynasty.  Han Mingdi, aka Emperor Ming of Han was born Liu Yang and also known as Liu Zhang, reigned from 57 to 75 CE.  Ming and his son, Emperor Zhang oversaw a period of particular prosperity for the Eastern Han dynasty.  On the other hand, there was an attempt to curse Emperor Ming in 67 CE, which ended with the death of the ambitious Prince Jing of Guanglin.  Then, in 70, Prince Ying of Chu was also convicted of using magic to try and secure blessings while he fomented revolution against the emperor, and he was exiled, where he committed suicide.  So I don't know if this marks the pheasant as particularly auspicious or not. Asking the Buddhist priests, who frequently studied not just Buddhist canon, but other continental texts, they mostly drew a blank—at least on the specifics of a white pheasant.  They did recommend that a general amnesty would not be amiss, as it would bring joy to the people.  I guess if you aren't sure about the nature of an omen you can certainly do something to help it out. And while they weren't specifically sure about a white pheasant in Buddhist scripture, a couple of priests did have suggestions. The Priest Doutou recounted a story from Goguryeo, when the court there wished to build a new Buddhist temple, but could not divine a suitable and auspicious site.  When someone witnessed a white deer, they chose that spot for the temple, which was then called the Temple of the Park of the White Deer.  According to Doutou, this temple established Buddhism in Goguryeo. Furthermore, he recounted, when a white sparrow was seen on the farmstead of another temple, or when a dead crow with three legs had been brought back from the Tang dynasty, the people had proclaimed both of these to be good omens.  So given all of that, Priest Doutou concluded, a white pheasant must be especially auspicious. The Priest Bin agreed.  Bin, you may recall, had been heavily relied upon for his knowledge in setting up the new governmental structure, which would seem to indicate that he was quite well-versed in continental ideas, and he had even traveled there himself.  He provided the court several different reasons that a white pheasant might appear. First, it might appear when a ruler extended his influence to all four quarters. Second, it might appear when the sovereign's sacrifices are appropriate, and when his banquets and clothing are in due measure. Third, it might appear when the sovereign cultivates frugality. Finally, it might appear when the sovereign was humane. He didn't provide any specific examples of how he arrived as his conclusions—at least nothing was recorded—and so he may have been relying on his own expertise.  However, he did recount one tale in particular.  It was a story from the time of Emperor Cheng Wang of the Zhou dynasty.  Cheng Wang is said to have reigned in the 11th century BCE, from 1042 to 1021, and so take that how you will.  Important to us is not what happened so much as what the Yamato court believed had happened—what was the historical truth that they were workin with at the time? According to Bin, during Cheng Wang's reign, the Yuehshang family brought a white pheasant to the court.  Apparently it had been three years without any exceptional storms or rains, and neither the rivers nor seas had flooded.  Apparently the old men found this an extremely long time to go without some kind of disaster, indicating that the pheasant was clearly an auspicious omen in deed. Priest Bin also mentioned other accounts, but the Chroniclers omitted them from the record. Whatever they were, the court had heard enough.  The White Pheasant was declared auspicious, and a new era was declared:  the Hakuchi, or White Pheasant, era.  They let the white pheasant loose in the royal garden, presumably with clipped wings or otherwise kept from flying off, and then preparations were made  immediately to officially inaugurate the new era 6 days later, on the 15th day of the 2nd month of 650. Before we get into that, though, I want to pause and take a look at something here:  The authority of precedent.  Time, as conceived of in the continental model, was cyclical.  There was the cycle of day and night.  The cycle of the year and the repeating seasons.  Likewise the planets and heavens all had their own cyclical periods.  In addition, there was the idea that the Yin and Yang forces in the universe likewise cycled through predictable patterns—the sexagenary cycle, or cycle of 60 years, being an example of a longer term cycle.  And then there was the Buddhist cycle or death and rebirth, at least as long as one remained tied to this mortal plane of existence. If time is cyclical, then one can look to the past to predict the present.   Stories of the past were seen as holding authority over similar events in the present.  Understanding these historical stories and being able to pull from them provided its own kind of power and authority.  Rather than attempting to reason from first principles, precedent was often a more convincing argument. Being able to read and write and recall all of these stories gave scholars the ability to influence events.  Of course, who had time to do all that other than people like Buddhist priests or the doctors of the court? This is also one of the reasons that people would have had to write down histories and, eventually, to keep diaries and accounts of what happened.  Those accounts would, over time, become essential records to invoke for moments like this—and even a record like the Nihon Shoki or the Kojiki would have similar significance.  In many ways, it is propaganda, but not just in how it describes the past as the Chroniclers wished it to be, but it set the precedent for succeeding eras to look back on.  While we may challenge that view, today, for many from the 8th century onward the events described in the Nihon Shoki were considered the gospel truth in more ways than one. Of course, all that aside, we've had plenty of auspicious events before, but why, now, would they be enough to trigger a new era?  Why not just note them and move on? Well, to start with, let's face it, nobody is likely to name 649 as the greatest year ever, any time soon, and certainly not the Yamato court.  The Crown Prince, Naka no Oe, had been tricked into thinking that his co-conspirator, Soga no Kurayamada no Ishikawa no Maro, was a traitor.  To be fair, Maro had been more than complicit in the murderous takedown of his own relatives to set up the current government, and history has time and again suggested that those who put someone on the throne can just as easily take them off it.  That's why they are often either brought deeper into the inner circle, or removed—either physically or more euphemistically.  In this case, though, it seems that fears of Naka no Oe and others were unjustified, and they sent the royal troops after an innocent man; or at least a man as innocent as any of the other elites at that time.  After all, the wealth of the elites came from the rice fields that they owned—or that were at least designated for their stipends—and they certainly weren't working those fields themselves, so make of that what you will. All of that had led to the death of Maro, his family, and the rest of his household.  That, in turn, led to the death of his daughter, Miyatsuko Hime, who was married to Naka no Oe himself.  When they finally did realize what had happened, the best justice they could figure out was to send the scandal-mongering Soga no Musa out to Tsukushi in a form of luxurious banishment.  Demotion by promotion, as he was made the Viceroy of Tsukushi, the top man of the court at the edge of the archipelago. To say that the year 649 had been a bust is an understatement.  Don't get me wrong, it was a far cry from the worst year that the archipelago had ever experienced—or would in the future, for that matter.  But that was scant comfort to the folks living in it. And so it was with some relief, I suspect, that the court welcomed news from the far flung land of Anato, because they really needed a distraction. With that in mind, let us move on to the events of the 15th day of the 2nd month of the year 650, describing how they inaugurated the new era.  Now, if the Chronicles are to be believed, this is not the first time they inaugurated a new era—we are told that year 645 was considered the first year of Taika, or Great Change.  But, assuming that did happen, and that it wasn't just named after the fact, the era would have started at the same time as a new reign.  Previously, from everything we can tell, dates were based regnal years.  Things are recorded as happening in the X year of Y sovereign.  Some of the oldest accounts seem to even note it more as X year of the sovereign who reigned from the Y palace, as the palace was likely more distinct a feature than the names and titles that they used, and the posthumous names, like “Koutoku Tennou” were not actually used until the end of the 7th or early 8th century. It is possible that Hakuchi is actually the first true nengo—or era name—and the first one that appears in the middle of a reign—though even here some say that the instantiation of “Hakuchi” is anachronistic. Personally, I see no harm in taking it at face value, at least for now, while acknowledging that everything in the Nihon Shoki is suspect.  Still, we are approaching a time when the events being written down may have still been in the living memory of people alive at that time.  720 is only 70 years away, and the project started even before then, so unless there are obvious discrepancies or supernatural events, we can probably assume that the Chronicles at this point are largely truthful, if possibly embellished. And so it is we are told of what happened.  To begin with, the court lined the ministers of the left and right and all of the functionaries in four lines outside the “purple” gate, as they would during a New Year's reception, like the one they had just had at the Ajifu palace.  The “Purple” gate was probably a reference to the southern gate The fact that the courtiers lined up at the south gate in the same way that they would have during a New Year's reception would seem to indicate that this was seen as the start of a new year.  It was no longer a Taika year—starting on that day it was now the first year of Hakuchi.  The month and day would not change, however, so it was still the 15th day of the 2nd month.  That means that technically the first year of Hakuchi would only have ten and a half months in the year—maybe eleven and a half, if there was an extranumerary month.  Likewise, the last year of Taika would only have one and a half months.  And if you are thinking that must make Japanese dates really tricky around the start or end of year, you don't know the half of it.  Sometimes events will get placed in the wrong “era” because they happened a few months before or after the change, and people forget that when they are translating to and from western dates.  It also means era names can't just give you the years of the era, but really need to give you the month and date it starts and ends.  Fortunately, most people are quite understanding about the occasional mistake.  But anyway, I digress. The courtiers were lined up as though for new years, and then they watched as Ahata no Omi no Ihimushi and three others bore a litter with the pheasant on it and went ahead through the gates.  The others followed in rank order—with the Ministers of the Left and Right leading the various functionaries.  The Baekje prince Pungjang and his uncle, Sesyeong Chyungseung, whom we mentioned back in Episodes 105 and 107, as well as Mochi, the physician to the King of Goguryeo, a scholar attached to the court of Silla, along with other important persons all advanced as well into the Central court of the palace. The pheasants litter was taken up by Mikuni no Kimi no Maro, Wina no Kimi no Takami, Miwa no Kimi no Mikaho, and Ki no Omi no Maro, who brought it to the front of the hall.  There, the ministers of the left and right then took the front of the litter, while the Prince of Ise, Mikuni no Kimi no Maro, and Kura no Omi no Woguso took hold of the rear.  Together, they placed it in front of the throne.  The sovereign, Kura, and the Crown Prince, Naka no Oe, examined the pheasant together. The Crown Prince then backed away, and the new Minister of the Left, Kose no Omi, presented a congratulatory address. He gave thanks to the sovereign and claimed that the pheasant was a sign that the sovereign would rule for one thousand autumns and ten thousand years across the Great Eight Islands—the Ohoyashima—of the archipelago and the four quarters of the earth.  Effectively, this is a long-winded version of “Banzai”, the congratulatory wish of ten thousand years of life for an emperor. Karu responded to this address by quoting auspicious times that white animals had been omens of good rule.  He then gave credit to the ministers and functionaries, and urged them to continue to provide good service.  Then he declared a general amnesty, forgiving various offenses, and noted that the era name would change to “Hakuchi”. Karu then directed presents to be handed out to the Ministers, the Daibu, the officials of lower rank, all the way down to the clerks.  Each received gifts commensurate with their rank.  Finally, Kusakabe no Muraji no Shikofu, the governor of Anato, was commended, and granted the rank of Daisen along with what we are told were a goodly number of presents.  In addition, the commuted taxes and corvees of Anato were remitted for three years, meaning that Anato would be allowed to keep all of the rice and product for themselves—something that was likely quite significant, though it is unclear whether this means that it was felt down at the level of basic workers or it just meant that the governor was able to keep what he taxed from the people for himself. And with that, we enter a new era.  Forget the unfortunate bloodshed and regrettable decisions of the previous year, this was a new start.  And that is often how these eras were seen.  Whether it was a new reign or things were just going so poorly that the court felt there needed to be a new start, future nengo would often follow a similar pattern.   And there was no set time for how long an era would last.  In fact, here's a little trivia for you:  The shortest nengo in Japanese history was “Ryakunin”, and it lasted just under two and a half months from late 1238 to the start of 1239.  It really shows how important it was to come up with a good name of these eras, as “ryakunin”, which seems to mean something like “humane period”, could also be written with characters meaning “abbreviated person”.  So they decided to abbreviate the era, instead, changing the era name again. This first year of the new era of Hakuchi continued relatively normally.  In the fourth month there were envoys from Silla—another source, according to the Nihon Shoki, claimed that Goguryeo, Baekje, and Silla sent envoys every year from this reign onward.  Then, in the tenth month, we see more work being done on the palace—presumably the Ajifu palace.  We are told that presents were given out in respect to tombs that had been demolished to make room for the new construction, as well as for the people who had been moved off their land.  Then Aratawi no Atahe no Hirafu was sent to place the boundary posts, no doubt marking out the outer extremities of the new palace precincts. In addition, that month work began—no doubt at the court's direction—on a giant tapestry, or mandala, with a sixteen foot tall Buddha image, attendant Boddhisatvas, and figures of all eight classes of beings according to the Buddhist cosmology.  That includes Heavenly beings, such as Devas; dragons; demonic Yaksha, Gandharva, and Asura; the bird-like Garuda and Kimnara; and the snake-like Mahoraga.  All told, there were some 46 figures.  It doesn't seem to say where it was to be installed, though it may have been made for the new palace complex. Also in that year we are told that the court ordered Aya no Yamaguchi no Atahe no Ohoguchi to carve one thousand images of Buddha—but once again, we aren't told where they resided.  We do know that the 16 foot tall embroidered Buddha was completed in the 3rd month of 651: it had taken them approximately five months.  The day after they were completed, the Dowager Queen, Takara no Himemiko, aka the former sovereign, Kougyoku Tennou, who had stepped down in 645, invited ten Buddhist teachers and prepared a feast and entertainment, likely to bless and show off the completed images. At the end of 651, the palace itself was finally complete.  We are told that over 2100 priests were invited to the Ajifu palace to read the Issaikyo on  the last day of the year.  The Issaikyo is the entirety of the Buddhsit canon, and so this was probably done in the abbreviated tendoku style, with priests just reading the chapter headings and flipping through the sutras, though with 2100 it is possible they just each red a different portion, all at the same time.  As it grew dark, the palace courtyard was kept bright with 2700 lights while we are told that the Antaku and Dosoku sutras were read.  Aston notes that these “sutras” of Antaku and Dosoku don't appear to reference any actual sutras that we know of, and posits that they may simply be rituals for home safety and the like.  Given what we know about the fate of so many of these old wooden palaces, it makes sense. After the sutras were read, the sovereign, Karu, formally moved from his residence in Ohogohori into the new palace, which was called Naniwa no Nagara no Toyosaki no Miya.  As I noted at the beginning, it is unclear if this was the Ohogohori or Wogohori, and it is even somewhat murky as to whether or not it was considered a palace.  Not to mention that after the New Year's ceremonies were completed, the royal chariot—which would have been carrying the sovereign—went back to Ohogohori.  I guess things weren't quite ready yet.  He would return on the 9th day of the third month, and even then we don't see a note that the palace was completed until the 9th month of 652.. There is a lot here where we see things that appear to be scheduled so that they can occur on auspicious days, even if everything else isn't quite ready.  So, for example, reading the sutras and formally “moving” into the palace on the last day of the year so that one could host the New Year's celebration there the next day.  That seems like something that was done purely for ceremonial purposes.  You may recall that in 650 they did the same thing. There are a few more references to the palace.  On the 15th of the 4th month of 652, the Buddhist ascetic E'on was invited into the Dairi to explain the Muryouju Sutra, also known as the Sukhavati Vyuha sutra.  E'on was made a lecturer, and there were said to be 1,000 ascetics in the audience, listening to his teachings.  That apparently went on for five days, being discontinued on the 20th day.  And the power of the sutras, and E'on's teachings, is shown in the weather, because the Chronicles claim that large rains began to fall in a monsoon that lasted for nine days.  This wasn't a gentle “water your crops” kind of rain.  This was more like a “demolish your buildings and destroy your fields” kind of rain.  There must have been massive flooding as men, horses, and cattle were caught up in the water and drowned. Given the way this is written, I'm not entirely certain of the takeaway.  Were the sutras that powerful that they brought rain, and E'on didn't understand his own strength?  Or was it a punishment for stopping E'on from continuing his lecture?  Or was it the rains that caused the lectures to stop, perhaps making it untennable for people to sit out in the courtyard and listen as the rains came down?  My rational brain suspects the latter, but I'm not sure how it was read by the people of the 8th century. On the last day of 652, priests and nuns from around the country were invited to the dairi, to the interior of the palace, and entertained and given a feast.  Alms were given and lights kindled to celebrate the new year. But that's the last entry I really see for the palace, as such.  There was plenty more happening through the era, and we'll touch on that.  We start to see Silla and Tang dynasty getting chummy, and we also see some of the reforms still working their way across the land.  We also have Yamato's own expeditions out to the Great Tang dynasty.  But we'll save that for the next episode, as we continue to dive into the Hakuchi era. And so, until next time, thank you for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website, SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.

*Disclaimer* This show is intense with gore, violence, torture and experimentation. If this is something that would be too much, we advise that you skip this season and check out some of our other content and come back to us with our other seasons!! Episode 8: Awakening - Between Justification and Excuse Tae-sang makes it out of the hospital.  Mr Gu suffers severe torture.  Ishikawa gets a visit from Kato. Jung-won learns of the creature's identity. Tae-sang and Chae-ok reunite. Myeong-ja is on the run after her attacks. Episode 9: Atrocity - Between Predator and Prey Lady Maeda and Kato have become partners.  Jung-won makes his way back to his wife.  Tae-sang forms a plan. “If we choose to do nothing, then we are no different than those who oppress us.” Chae-ok takes matters into her own hands. The creature escapes.  Lady Maeda meets Tae-sang; their friendship ends.  Chae-ok is taken to Kato. Find us on YouTube and Apple Podcasts Follow us on Instagram @thekdramashow https://www.instagram.com/thekdramashow/  Email : the kdramashowashandkim@gmail.com Thanks for listening!!

*Disclaimer* This show is intense with gore, violence, torture and experimentation. If this is something that would be too much, we advise that you skip this season and check out some of our other content and come back to us with our other seasons!! Episode 6: Chaos - Between Monster and Human Chae-ok learns the identity of the creature is her mother.  Tae-sang puts an escape plan in place.  Ishikawa learns of Myeon-ja's whereabouts. Jun-taek gives up the names of people involved in the Joseon Patriotic Society. Kato runs an experiment to see if the creature will recognize Chae-ok. Episode 7: Chase - Between Us and Them Escape is in play.  Tae-sang is left behind. By his choice.  Jun-taek gets rescued. Myeon-ja is released to Ishikawa. Kato learns that someone has drunk the water that contained the Najin.  A party is thrown. Find us on YouTube and Apple Podcasts Follow us on Instagram @thekdramashow Email : the kdramashowashandkim@gmail.com Thanks for listening!!

*Disclaimer* This show is intense with gore, violence, torture and experimentation. If this is something that would be too much, we advise that you skip this season and check out some of our other content and come back to us with our other seasons!! Episode 2: Mother - Between Longing and Anguish Tae-sang is informed of the whereabouts of Myeon-ja and a plan is made to break-into Onseong Hospital.  Chae-ok and Jung-won, with the help of an undercover agent of the People's Resistance, stay to learn about what is happening in the hospital. Kato has decided his new creature is beautiful, but she is very dangerous. Though nitrogen works to knock her out, her defense mechanism is to release anthrax spores. Chae-ok begins to see the aftermath of the horrors in the hospital. Tae-sang makes a plan to enter the hospital. Episode 3: Signal - Between Obsession and Perseverance Tae-sang and Lady Maeda meet. "Desperation can drive men to do things that they would otherwise avoid." Ishikawa tries to keep tabs on Jang Tae-sang's movements, but he is making plans. Yeong-chun arranges a meeting with Sachimoto.   Tae-sang gets beaten up.  Chae-ok discovers even more horrible atrocities that are going on and saves a group of kids. The plan is set into motion with the assistance of Jun-taek and Sachimoto.  Tae-sang infiltrates the hospital. Chae-ok makes it to the rooftop with the kids. Jung-won has to fight a group of soldiers. Tae-sang shows up, albeit late, to help them take the soldiers out.  Ichiro has taken part in the experiment. Find us on YouTube and Apple Podcasts Follow us on Instagram @thekdramashow Email : the kdramashowashandkim@gmail.com Thanks for listening!!

What is TOKI and how is the project about to bring IBC to Ethereum and BNB Chain? Toki's testnet is about to go live very soon and the project is working on shipping IBC to corners of the crypto industry that are not associated with IBC whatsoever - Ethereum and BNB Chain. Today we are talking about how TOKI further develops IBC, why cross-chain transfers are so interesting for big financial players in Japan, Japanese stablecoins, the end goal of IBC, and so much more! Follow Frens: https://x.com/frensvalidator Check out TOKI: https://toki.finance/  - - - - DISCLAIMER All information presented in this podcast is meant for informational purposes only and should not be treated as financial, legal, or tax advice. This podcast's content solely reflects the producer's opinion, who is not a financial advisor. Investing in cryptocurrencies is risky.

Health Professionals That Murder: Catching These Rare Serial Killers. Special Episode. The chilling reality of healthcare professionals who turn into serial killers is both alarming and rare. Among the most notorious is Dr. Michael Swango, an American physician whose nickname, "Dr. Death," is a grim reflection of his deeds. Swango was convicted of poisoning up to 60 patients between 1981 and 1997. Despite his academic brilliance—he was valedictorian of his high school and earned his MD from Southern Illinois University, Swango betrayed his medical oath, using his position to murder unsuspecting patients. His crimes went undetected for years, and after being convicted, he fled to Zimbabwe, continuing his killing spree. Eventually, the FBI arrested him, and Swango now serves a life sentence without parole, a dark testament to the perversion of trust in the medical profession. Get more details about this and other stories simply by following us on Facebook, Instagram, LinkedIn and most all social media platforms. Bruce Sackman, a retired Special Agent in Charge of the Department of Veterans Affairs Office of Inspector General, was instrumental in the investigation that led to Swango's capture. Sackman discusses the case and the special team of professionals he led to catch healthcare workers who were serial killers. Swango's case was groundbreaking, revealing the hidden threat within healthcare. The full interview is available as a free podcast on Apple Podcasts, Spotify, our website, or most major podcast platforms. The Unexpected Danger: Serial Killers in Healthcare Health professionals who murder are not common, but they exist more often than most would imagine. Medical professionals, including doctors, nurses, and other healthcare workers, are trusted with patients' lives and are expected to uphold the highest standards. Yet, some have used their positions to kill. Studies suggest that healthcare workers are disproportionately represented among serial killers, with an estimated 1 in 10 serial killers being from the healthcare field. Health Professionals That Murder: Catching These Rare Serial Killers. For more news and updates, follow us on Facebook, Instagram, LinkedIn and numerous other social media platforms. Harold Shipman: The Deadliest Doctor One of the most infamous cases is that of Harold Shipman, a British doctor who was convicted of killing 15 patients, though he is believed to have murdered up to 250 people. Shipman, a trusted family doctor, administered lethal doses of diamorphine to his patients during home visits. Despite growing suspicions, he evaded detection for years, leaving a horrifying trail of death in his wake. H.H. Holmes: America's First Serial Killer Doctor Another notorious figure is Herman Mudgett, better known as Dr. H.H. Holmes, one of America's first serial killers. Holmes, a medical student at the University of Michigan, began his murderous career by stealing corpses and using them for fraudulent insurance claims. He later moved to Chicago, where he built a house specifically designed for murder, complete with secret passages, soundproof rooms, and a kiln for incinerating bodies. Holmes lured young women with promises of marriage, only to rob and kill them. Although he confessed to 27 murders, he is suspected of killing as many as 200 people. Health Professionals That Murder: Catching These Rare Serial Killers. Check out the interview. which is available as a free podcast on Apple Podcasts, Spotify, our website, or most major podcast platforms. Miyuki Ishikawa: The Japanese Midwife of Death In Japan, Miyuki Ishikawa, a midwife, was responsible for the deaths of over 100 newborn babies during the 1940s. Ishikawa, often working with accomplices, convinced poor parents to give up their children, claiming it would be less costly than raising them. She then neglected and killed the infants, with the authorities showing little interest in the crimes. Despite the staggering death toll, Ishikawa served only four years in prison. Dr. Josef Mengele: The Angel of Death Perhaps the most infamous medical professional in history is Dr. Josef Mengele, known as the "Angel of Death." Mengele, a Nazi officer and physician at Auschwitz, conducted horrifying experiments on prisoners, killing and torturing countless victims under the guise of medical research. His crimes are almost beyond comprehension, making him one of history's most evil and corrupt physicians. Health Professionals That Murder: Catching These Rare Serial Killers. Follow us on Facebook, Instagram, LinkedIn, Pinterest, MeWe and other social media platforms.  The Dark Side of Healthcare: Medical Serial Killers The methods of serial killers vary, but those in the healthcare profession often use their knowledge to kill without suspicion. Unlike typical serial killers, who might stalk or abduct their victims, healthcare serial killers operate under the guise of care, making them especially dangerous. Historically referred to as "angels of mercy," these killers are now recognized as "healthcare serial killers," a term that more accurately reflects their crimes. Health Professionals That Murder: Catching These Rare Serial Killers.  Bruce Sackman's book, Behind the Murder Curtain: Special Agent Bruce Sackman Hunts Doctors and Nurses Who Kill Our Veterans, offers a detailed account of his investigations into these rare and terrifying killers. The book provides a chilling glimpse into the minds of healthcare professionals who betrayed their oath and turned into serial killers. The interview is available as a podcast on Apple Podcasts, Spotify, our website and most major podcast Platforms. Catching These Rare Serial Killers The investigation and capture of healthcare serial killers required the collaboration of police, federal agents, and specialized teams. These cases are often uncovered through meticulous investigations, sometimes aided by social media platforms like Facebook, Instagram, and LinkedIn, where traces of their activities may be found. Health Professionals That Murder: Catching These Rare Serial Killers. Get the entire interview as a free podcast on Apple Podcasts, Spotify, our website, or most major podcast platforms. In an age where news spreads quickly across platforms like Apple, Spotify, and podcast channels, the stories of these healthcare professionals who murder serve as a stark reminder of the darkness that can sometimes lurk behind a trusted profession. Be sure to check out our website. Be sure to follow us on Facebook, Instagram, LinkedIn, MeWe, Pinterest and other social media platforms for the latest episodes and news. Get the latest news articles, without all the bias and spin, from the Law Enforcement Talk Radio Show and Podcast on the Newsbreak app, which is free. Listen to this for free in Apple Podcasts, Spotify, our website or most major podcast platforms. Background song Hurricane is used with permission from the band Dark Horse Flyer Find a wide variety of great podcasts online at The Podcast Zone Facebook Page, look for the one with the bright green logo. Follow us on MeWe, X, Instagram, Facebook. Get your daily dose of Motivation, Education and Inspiration in the Breakfast With Champions Rooms In The Clubhouse app, both are free. Health Professionals That Murder: Catching These Rare Serial Killers. See omnystudio.com/listener for privacy information.

Travis Ishikawa joins Extra Innings with Bill Laskey to discuss his role as the hitting coach of the San Jose Giants.See omnystudio.com/listener for privacy information.