Podcasts about USS Nautilus

John was away for work this week and got sick so this is his "Flu Game", as we recap the final week of the Champions Wild Card, and what a week it was. The week featured one of the games of the year, a wonderful two-game final between three of our favorite competitors in the tournament, and another beautifully connected anecdote and response from Drew. Plus, a successfully pulled-off Arrested Development gag, Jay Fisher cementing his place as one of the best anecdotalists in the show's recent history, and we dive deep on the USS Nautilus–how appropriate. SOURCE: Naval History and Heritage Command: "Nautilus (SSN-571)" Special thank you as always to the J-Archive and The Jeopardy! Fan. This episode is produced by Producer Dan. Music by Nate Heller. Art by Max Wittert.

In this special episode of Dave Does History, host Dave Bowman dives into the revolutionary impact of the USS Nautilus, launched on January 21, 1954, as the world's first nuclear-powered submarine. From its groundbreaking design and Admiral Hyman Rickover's visionary leadership to its operational challenges and Cold War-era accomplishments, this episode explores how the Nautilus redefined submarine warfare and naval strategy.

Heute vor 70 Jahren schickt die US Navy mit der "Nautilus" zum ersten Mal ein U-Boot mit atomarem Antrieb auf Unterwasser-Reise.

Ready to spark real change in your organization? In this episode, Brian Milner sits down with April K. Mills, founder of Engine for Change, to reveal how anyone can become a powerful change agent—without waiting for permission. Learn how to drive meaningful change, navigate resistance, and reignite Agile practices with strategies that actually work. Overview In this inspiring episode of the Agile Mentors Podcast, Brian Milner talks with April K. Mills, CEO of Engine for Change and author of Everyone is a Change Agent, about what it truly means to lead change. April explains how effective change agents focus on clearing obstacles rather than forcing compliance, and why fostering curiosity, empowerment, and collaboration is key to sustainable change. From navigating corporate roadblocks to revitalizing Agile practices, April shares actionable insights and tactics to help you take control and make a lasting impact—whether you're in a small startup or a global enterprise. References and resources mentioned in the show: April K. Mills Everyone is a Change Agent: A Guide to the Change Agent Essentials by April K. Mills Change Tactics: 50 Ways Change Agents Boldly Escape the Status Quo by April K. Mills Certified ScrumMaster® Training and Scrum Certification Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. April K. Mills is an engineer-turned-change-evangelist and author of Everyone is a Change Agent and Change Tactics, empowers individuals and organizations to thrive through change using her proven Change Agent Essentials. With a passion for turning ideas into action, April helps people drive meaningful change with the time, title, and budget they already have. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have April K. Mills with us. Welcome in April. April K. Mills (00:11) Thanks for having me. Brian (00:13) Very happy to have April with us. April is the founder and CEO of an organization called Engine for Change. That's engine-for-change.com. That's her website. She's also an author. There's a book that she put out called, Everyone is a Change Agent, a Guide to the Change Agent Essentials. And that's what we wanted to have her on to talk about today with a little bit about being a change agent. Now I shouldn't say from the outset, April is a request. We had a listener request for April to come on. And I always love that. I always try to push those people to the top of our list and get them on as soon as possible. And it was such an interesting topic. I thought this would be just a really great way to have a great topic to have early in 2025. So April, let's start with just trying to understand when we say change agent, how do you define that? What do you mean by change agent? April K. Mills (01:09) Yeah, a change agent is someone who takes action to bring about the change they want to see in the world. So rather than waiting for a boss or a corporate program or somebody from HR to come in and say, hey, let's improve this process, the change agent sees the need for a change and takes action. And the big thing I talk about in my books and my work is the difference between what typically happens when somebody sees a need for a change in an organization where they decide, I'm gonna go get a boss to go make everybody do my idea. I call that driving people. And I draw the contrast with that and driving change where you choose the change for yourself and you clear the obstacles for others to choose it too. And I love talking about that with Agile audiences especially because Agile is a change agent movement. of folks who want to drive change. I see a better way to create this product and I want to be part of it. And that's always what's drawn me into the agile space. Brian (02:13) Yeah, that's awesome. Yeah. And it is a big change, right? To think about the dynamics of someone kind of sitting back and saying, yeah, I see something that needs to be done. I see something that should be a different way, but you know, who am I to say anything about this? Who am I to do anything about versus the person who actually takes action and does things. So that kind of leads to a question about change agents. What kind of skills or traits do you think are really helpful or beneficial to someone to be a better change agent. April K. Mills (02:46) Well, the key is that difference between driving people and driving change. It's not what degree do you have, it's not how long have you been in the industry, it's not are you a people person, are you more focused on the data or some of those factors that we usually like to talk about. It really is, are you willing to take the step yourself first and clear those obstacles and encourage and invite people to join you? Or do you want somebody to make them obey you? And that choice is really the key for anybody to be a change agent. Because so many times we've seen people who might be able to convince the boss, hey, our team should be agile. And what happens, right? It goes on for about three months. The team gets frustrated. The boss gets angry. And then everybody starts to have a reaction when you bring it up, right? I'm sure plenty of the listeners have gone into an organization. If you're passionate about agile and you go, hey, have you guys heard about agile? And they go, ooh. And they make like a face. That's because they've encountered somebody who is driving people. And so that's the big focus I always try and talk with people about is can you show up with that willingness to let people join you and understand what their obstacles are to doing it. Brian (03:57) What are some kind of warning signs or signals you'd look for to kind of recognize whether I'm actually approaching this from a driving people perspective versus driving the change? April K. Mills (04:08) So a lot of times the key is how are you thinking about or talking about in your own head about the people around you or even yourself? We have a tendency to drive ourselves as well. So you can hear it in the language, right? I'm frustrated because so-and-so won't listen. I wish I could get more attention. It's all this sort of vague or... putting the action onto someone else and then complain the action isn't happening fast enough. You can hear it in the language. And so when someone's driving change, you don't hear that. hear, you know, I'm working on, I'm doing, the next thing is my action is I'm going to go talk with this person. I want to understand. I'm going to be curious. And you get this agency, this power coming back into your body almost, and then taking taking the next step from there. And so it's almost easy. You can almost say, well, how far outside your body would you put the power to make this change happen is a useful question to ask people. And if they say, well, it's in the CEO of the company, it's in the industry, it's in my tech lead, but it's certainly not me, well, then you're not a change agent. Brian (05:20) So that brings up a good point because I think I can try to channel what the listeners might be thinking here. I know that in times I've been in organizations where, yeah, you have the ideal, you have the thing that you think is the best thing to do. But because the power dynamics in the organization, you don't really have the power to make that change and you depend a little bit on others that have the power to to help affect it. And so there is a sort of an aspect of, I don't really have the capability or the power to cause this change to happen. How can I still stay with that mindset of driving change versus driving people when I know I need someone else's help? April K. Mills (06:03) Right. So that's a great conversation. And I've started to call it phase one Agile versus phase two Agile. I'm old enough in this space where when I first joined, a lot of Agile was team-based. Somebody on the team or several people on the team said, yeah, I want better. And these are the things that we can do as a team to deliver better. And let's do them together. And then the problem was the teams could do it, but they couldn't scale it. And they were like, if only we could get the senior leaders to pay attention to us, that would solve all our problems. And then you get phase two agile, which was executives buying agile implementations and forcing it down on people. There is one right way and we will do exactly this and you must conform and no other versions are allowed. And then we got the fractures and all of the fights about all of the different aspects. And so we tried it both ways, right? We tried it with the team effort and then we tried it with this thou shalt effort. And I think the key to actually making Agile work across organizations and deeper into organizations is to keep that energy from the team-based Agile to say, we're choosing something better, but it's that piece of driving change. What are the obstacles for others to choose it to? We didn't do that step. We went from my team does it, now the boss should make everybody else do what my team does. And I think that's where we got off track. in really scaling Agile into something that was sustainable and brought that joy and commitment and everyday wanting to show up and be better across the organization. So that's what I would encourage folks to do is not try to cheat that step of getting your fellow teams and larger systems to join you by finding somebody with the power to make them be like you. Brian (07:50) That's fascinating. I know that in some of these changes I've been involved with as well, there can be things that happen that kind of find yourself stalled a little bit, right? The initiative or the changes you're trying to affect just doesn't feel like it's going where it needs to go. What advice do you have for people who feel like they're in that place where they feel like they're kind of stalled out? in the change. April K. Mills (08:16) Yeah, so a lot of the things I talk about in that book you mentioned everyone is a change agent are different tactics you can use to overcome that. One of the key things that I talk about is what I call a change buffer, which is how can you make the rules where you're at different than those rules across the organization? I mean, let's take a simple example. Let's say there's five software teams in a business. Very simple example, right? And one is doing some practices and they'd love for those practices to spread. but they're not spreading as fast as they would hope. One of the ways to protect your change is to say, on our team, we will behave this way, declare it, make it what I call a policy buffer. So when one of those other four teams says, well, why are you doing it that way? You can point to the piece of paper and say, we've agreed to behave this way. Now, if you'd love to join us, we'd love to share that with you, but this team behaves this way. So then it's not every developer having to defend in effect the practices, which can get exhausting. But then you can start to ask them, what's your policy on your team? How do you do this? And get curious. Not in a, I'm trying to lure them in and trap them into my way of behaving, but in a, really want to understand, do they have a different measure that they're being exposed to? How can we help maybe get that measure off of them? Do they have a boss who's got a different standard for what quality looks like? Well, should we have a corporate conversation around, quality across the five teams should be the same. We don't tend to have those because we want to skip the step of coming into that alignment together and just have a policy somehow drop from the stars that aligns with my values. yeah, policy buffers are really big to protect a change and help it spread and have those curious conversations at the edges. Think of it like system integration, right? You can't just dictate, you have to understand and merge. Brian (10:11) Let's say we put in place a policy buffer like that on our team and our whole team agrees to doing something and we think this is the right way of doing things. And someone higher in the organization, some manager or leader finds out about this and says, no, I don't want that to happen. We've been trying to affect the change, right? And not push the individual. But now we do have the individual who's saying, you shall not do this. How do you overcome that when you're the change engine? April K. Mills (10:38) Yeah, so a lot of times you have to understand what are the assumptions that that leader is making and again get curious, right? Because if we focus not on the method but on the outcome, we should be able to get alignment faster. So rather than going into a boss and saying, method A is my choice, method B is yours, you know, it's a cage match, two will enter, one will leave. You instead want to show up and say, Well, I think we both agree we want to deliver quality products on time that customers love at the lowest possible production costs. Are we aligned on that or not? And if they say yes, then you say, okay, now let's just understand what are you asking for? And from my perspective as a person who has to implement that, here's how I think that impacts our ability to deliver quality products that customers love at the lowest possible production costs. And these methods that I'm using are doing this and here's my data or evidence. And so you in effect want to shift it where it's not me looking at you, but as people are probably going to see on this podcast, it's us next to each other. So if we instead frame it as me and the leader looking at the issue together, because we want to win together, we're not in competition. So again, it's about seeking to understand, removing those obstacles so that we can be aligned together to go there together. Brian (11:57) I love the idea of backtracking a little bit and finding that common ground and going from that space. I think that's a great approach. I know I've had success with that in my career too, of being able to find, well, we agree on this, right? And if we agree on this, now we're just talking about the best way of getting from where we are to there. And then it's less personal, then it's less about the person, it's more about the best strategy. And we're a little bit less... personally invested that we think it's a you know a personal affront or challenge if it's if it's more about the idea So I agree. I think that's a that's a great kind of approach to doing that How about the differences in just the the context of this if I'm a change I know you know I've been in some small organizations. I've been in some medium large-sized organizations and You know I think anyone who's been in large organizations would say Well, yeah, that's nice and easy when it's in a startup, right? If I'm in a startup, then yeah, everyone's wearing a lot of different hats and it's really easy to make change, but you know, the institutional kind of inertia that can take place in larger organizations, how do you overcome that as a change agent? April K. Mills (13:00) Yeah, well, I can speak to that from deep experience because my background started as a civilian nuclear engineer for the US Navy in a hundred year old shipyard. And I started six weeks before September 11th. So I came into a nuclear shipyard, a hundred years old, very staid in the way they did things, optimized for the shipyard and the world changed. Brian (13:03) Ha ha ha ha. April K. Mills (13:25) And I watched as that organization struggled to deal with the rate of change that was being imposed upon them. And a lot of the things that I talk about in everyone is a change agent came out of that experience of understanding what tactics worked, what didn't, what philosophy worked, what didn't to be able to empower people to make changes happen. And we made amazing changes happen in the shipyard. And then I went on and did 10 years with Intel Corporation, right? The chip maker and taught these things globally and saw people do amazing things within the company. Now it's true, if you don't get the main rudder of the company, you're not gonna steer it. But there's a lot of change you can make in an organization from where you're at. And I think that's the powerful, powerful thing. And so these tactics work at scale. They work for an individual, right? If you stop talking to yourself like, you know what you need to do? You have to do this or so and so is gonna get mad at you and you instead say, What's our obstacle for getting up early and going to the gym? And how can I clear that? And how can I choose to do that every day all the way up to a team, all the way up to an organization? I've seen these things work all the way through that scale. So I've used it in community projects to deliver an accessible playground in three and a half years when everybody said it would take five or 10. And these tactics have also been proven, although they weren't listed this way, in historical successes. If you think about when Admiral Rickover founded the nuclear Navy back in 1950, they went from approval to use nuclear power to USS Nautilus underway in five years. We can't deliver anything in five years anymore because we constantly are looking for who's going to make people, how are we going to force them? Can we keep them forced to do it? And with employee turnover, with system turnover, with the rate of change, I would argue this era of driving people has to end because it wasn't ever really effective, but it's getting less and less effective. And that's the name of my second book, which is Change Tactics, which is both you should change tactics and here are some change tactics to help people accelerate their results. Brian (15:36) That's awesome. Yeah, I mean, it gets really deep really quickly here too, because you start to think about even the way we manage our projects and the fact that a lot of more traditional project management is sort of, when we talk about this change agent approach, is sort of managing the people and trying to push and drive the people towards deadlines, some, not even an outcome, but a timeline. versus trying to affect the outcomes that we're trying to achieve as an end result instead. So it really is interconnected, isn't it, through even the way we set up our projects? April K. Mills (16:13) Yes, it totally is. And I have that in the book and in the classes I teach is where is the force? So I'm an engineer by training, right? So I'm constantly looking and thinking about where's the force in the system if it was a pump or a reactor plant or whatever. And you can see it to your point with the program management is your, are you spending most of your time trying to push people to do something? Or are you moving the form, fit and function of whatever the product is? If that's delivering code and integrating code, if that's a physical product, are you clearing the obstacle so that product moves forward faster? And you hear this and see this in stories of what's going on at SpaceX, right? When they're confronting something about, can't get a part for six months or I can't get a part for a year and it's gonna cost me $50,000, they're saying. Isn't it just sheet metal? How could we make that in two weeks with what we've got? Because they're not talking about you should be able to shrink that timeline. What are you doing? Why aren't you talking to the vendor enough? aren't you pushing on the vendor hard enough? They're saying, what is the physical thing we need and how fast can we get it? And it's allowing them to shrink product costs. It's allowing them to shrink durations. It's what Rickover did in the 50s. It's what Andy Grove did with Intel back when it was Intel delivers in the 80s and 90s. Focus on the product, focus on the physics, focus on the engineering, the mechanics to support the engineering, the operations to support the mechanics, and you'll deliver products faster. And at the heart of all of that is change agents because they're not trying to get somebody to obey. They want to get something amazing done. Brian (17:50) One of the things I found kind of in when I've worked with organizations and talked with organizations about kind of moving from point A to point B is the fact that you kind of need help. kind of need, know, a lot of times people will try to make these changes all on their own and they sort of take the weight of the world on their shoulders. I can't figure out why it's not working. How do you kind of co-opt others into your strategy? April K. Mills (18:14) Yeah, well, the best way is to share with them what you've learned about being a change agent. I've had countless folks who, know, one person will read my book or come to a class and they'll go back and try it and people will get curious because you show up differently. So a simple example that I give in the book is rather than sending a mandatory meeting, which we're all guilty of, right, we get an assignment. and we go into the global outlook calendar and we pick people and we make them mandatory and we order them to come to our meeting. We say, Brian gave me this assignment. You have to come. Brian said this is really important. Come to my meeting or else. And we do that. That's the default. And I encourage folks from a driving change perspective to instead, maybe Brian, you gave me that assignment, but my meeting notice would say, I've been asked by Brian to lead this. I'm excited to do that. Here's why I've chosen this as the thing I'm going to focus on. I've marked you all optional. I think you have the skills and capabilities that would be amazing on this team. And if you're as passionate as I am, I'd love you to partner with me. We're going to start meeting on Tuesday. If you're not the right one, feel free to tell me. But I'm moving forward on Tuesday with whoever's there. And I'm really grateful that I get to work in an organization with you. Now. Who's gonna come to, which meeting are you gonna come to? The April says Brian's gonna be mad at you if you don't, or the one where April's gonna go off and do something amazing, I don't wanna miss out. And anybody can do that because everybody send in meeting notices out to people. So the simplest actions have the most powerful results. Brian (19:31) Ha It really is a cultural change too, right? mean, that's a very different cultural kind of approach to it to say, hey, it's optional, but, you know, get on board with this idea. If this is something that you're excited about, I want you to be a part of this versus, hey, you've got to, that's your job. you know, I've been given the authority to, to demand that you be here and, and, and, you know, really want. So, so how do you. You know culture changes is obviously one of the hardest things to do in an organization. How do you start to if you're a change agent? How do you start to? Change the culture in the organization to be more in line with that April K. Mills (20:25) So my focus is always on the culture starts with one. So people will treat you the way you show up. And so show up as a change agent and the world will bend around you in reaction to it. Now I do have a chapter in the book where I talk about my son who's got special needs and he took a long time for him to walk. He had to walk with forearm crutches. And the first time we were really out in public, he was walking with his forearm crutches. And you could tell that people were really confused and concerned, right? It's different. He's a small child. He looks very fragile. And you had all these reactions from people about, well, you know, where's his mother? Cause I was watching him from a little ways away. I always joke, no one ever asked where's his father if a child is wandering off. But you know, they're watching him and you could tell there were people that wanted to either pick him up and do it for him. Take him someplace because he looks so fragile, let me help you. Or they were mad that he was off on his own and I wasn't hovering. And I use that story for the same thing here. Because when you go off and you say, let's make this optional, I'm passionate about it, I'm committed, and even if I'm alone in this room, I'm going to move this forward, people are going to look at you funny. Like my son with his forearm crutches because they're used to somebody walking off strong, demanding, creating space. But it doesn't mean that that's necessarily the best way to do it. And so you have to be comfortable being different. And I use the concept of change buffers to help people with that. A personal buffer might be like Richard Feynman, the noted physicist. I don't care what other people think. I'm going to be me, their concerns to the wind. A friendship buffer. I'm going to go off and do this. when somebody goes, April's crazy. I call my friend Brian and you go, you're not crazy. You're doing the right thing. Keep it up. Let's go for coffee, let's go for the beer, whatever. A leadership buffer, maybe you're my boss and you believe in this, you've seen it. I go off and do it, people give me a hard time. I go, hey, take it up with Brian, my boss. We do things this way in his group. Or back to that policy buffer. In my group, we drive change, not people. So when somebody shows up differently, folks go, you know, why are you doing that? it's just the way we work. And that's what I've built in organizations over the years. The people that were in The groups with me that were doing this, depending on how comfortable and how strong they felt, could either say, I'm different, live with it. Or they could say, we're different. Or the policy is different. Whatever they needed to feel strong enough to show up differently. Because when you show up differently, you get amazing results. Brian (22:58) Yeah. That's so, that's so awesome. I completely agree. What if people are listening to this and hearing all this and getting excited about it and thinking, yeah, this is, this sounds like something I want to participate in. is, it sounds like something I want to start to do. if someone feels inspired by this conversation and wants to be, become more of a change agent, uh, but they really just don't know where to start. What are some practical things that you would give them to say, here's, here's a good way to start to, to move down this path. April K. Mills (23:27) Yeah, well, the simplest one is that's why you write books, right? So my book is available. I self-published it on purpose to make it very affordable. So it's, think, $9.99. Everyone is a change agent. It's $14.99 for change tactics because I accidentally wrote a longer book than I intended. sorry. When I got the first copy, I'm like, oh, that's more than I thought it was. OK. But so both of those. So for, you know, the price of a meal. Brian (23:44) You April K. Mills (23:54) for one person these days with inflation, right? You can get two books that help you not only have the basis, but have some just simple tactics, almost like a recipe book you can use. And then later this spring, I'm rolling out with my Engine for Change Company, this Change Agent Essentials class, which is based on that content. I've been teaching it now for 10 years in corporations. As we were talking before we started, right, I'm a recovering hider in corporations, I guess. Now I'm coming out into the world. And so it's going to be available for folks if they want to take the class to get that more immersive experience. So I'm really excited to bring it to the world because it works. And I'm especially passionate about agile people using it because there's too much conversation around agile dying and we need better products delivered faster that customers love at the lowest possible costs. And I don't know a better way to get there. So we got to reclaim agile from the driving people. Brian (24:47) Yeah, I completely agree. you know, anyone who's been involved in Agile in any significant, you know, way I'm sure would probably agree that it's not that the core concepts in any way are, are less, valid or, or, or no longer practical or anything like that. It's just people have seen so much bad versions of things that now that that definition has been marred a little bit, I would say. And so now we, we, we have to kind of take Like you said, take back control of that a little bit and say, now here's what it really is, and here's why we do things this way. And I like your approach there. Find the common ground and say, here's, you know, we both believe in this. Well, what's the best way of doing that? You know, here's what we think. April K. Mills (25:28) Yeah. Yeah. Yeah. And I think it's going to be a really exciting time as we go into 2025. There's so much change happening, but so much of it is at that default of driving people. So there's a huge opportunity to show up differently, to create a ripple. That one person can create that ripple. You three people can support each other while they try these new things. By the time you get to five, you almost have critical mass, right? At least two of you will always be online at any one time to support each other. And you can grow it from there. And I've seen great, great things happen. And it really is an unleashing of energy. If people can remember the first feeling they had when they found Agile and it was like, yeah, that feels more like what a professional does. And that excitement and that energy, you can get back to that and you can get back to that by driving change. Brian (26:24) Love it, love it, this is awesome. Well, this has been a great conversation. I really appreciate you coming on. We're gonna put links to everything in our show notes for everyone so you can get to April's company and find out more about her classes and also find out more about her books there as well. So April, thank you so much for coming on. April K. Mills (26:40) Thanks for having me. It was an honor to be recommended. Brian (26:43) Well, and our honor to have you on as well. So thank you for our listeners and recommending people and thank you April for making the time for us.

Today, the Late Crew discusses how a Falcon 9 sends new crew to ISS on first crewed launch from SLC-40 (06:10), a Russian fighter cuts off an F-16 during a NORAD intercept (10:30), the Marines overhaul their marksmanship training (15:33), how an Air Force special ops squadron damaged three Ospreys in five days (25:27), the USS Nautilus is commissioned as the first nuclear submarine on 30 Sep 1954 and the 1st Cav Air Mobile becomes operational in South Vietnam on 1 October 1955 (34:28).

The first submarine to travel under the North Pole was the USS Nautilus, a nuclear-powered sub from the United States. In 1958, it made history by becoming the first vessel to reach the geographic North Pole, traveling completely underwater. The journey was top-secret at the time and called "Operation Sunshine." After successfully navigating the icy waters, the Nautilus resurfaced in the Pacific Ocean. This mission proved submarines could operate in extreme conditions, even under the polar ice cap. The achievement was a major milestone in both naval history and Arctic exploration! #brightside Animation is created by Bright Side. ---------------------------------------------------------------------------------------- Music from TheSoul Sound: https://thesoul-sound.com/ Check our Bright Side podcast on Spotify and leave a positive review! https://open.spotify.com/show/0hUkPxD... Subscribe to Bright Side: https://goo.gl/rQTJZz ---------------------------------------------------------------------------------------- Our Social Media: Facebook:   / brightside   Instagram:   / brightside.official   TikTok: https://www.tiktok.com/@brightside.of... Stock materials (photos, footages and other): https://www.depositphotos.com https://www.shutterstock.com https://www.eastnews.ru ---------------------------------------------------------------------------------------- For more videos and articles visit: http://www.brightside.me ---------------------------------------------------------------------------------------- This video is made for entertainment purposes. We do not make any warranties about the completeness, safety and reliability. Any action you take upon the information in this video is strictly at your own risk, and we will not be liable for any damages or losses. It is the viewer's responsibility to use judgement, care and precaution if you plan to replicate. Learn more about your ad choices. Visit megaphone.fm/adchoices

Jim Lopez flew an amazing one thousand combat missions. For perspective, World War II bomber crews were required to fly 25-35 missions before they rotated out. Even in today's high paced combat, the 1,000 mission threshold is still rather rare. Jim joins us as part of our educational partnership with the Distinguished Flying Cross Society. Jim and all six of his brothers served in the military. When one brother was wounded in Korea, Jim decided it was his duty to enlist. He served three years in the Marine Corps but didn't see any potential to fly so he transferred to the Air Force. He began his Air Force career in aerial photography. Jim recalls one mission that was classified as top secret at the time.  They were ordered to fly out of Iceland and photograph a submarine. It wasn't until years later when he saw the photo in LIFE Magazine that he realized they had photographed the USS Nautilus submarine on one leg of its historic transit under the North Pole. Jim says he didn't even know what a “Loadmaster” was when he was transferred into that duty.  He flew C-130's from 1964 to 1968. He finished his career flying C-5's. Jim was awarded the Distinguished Flying Cross for one of the resupply missions he flew in support of the besieged Marines at the Battle of Khe Sahn. Because any aircraft that landed became a “mortar magnet”, they employed low attitude parachute extraction systems where the pilot flew just above the runway while the supplies were pulled out the back with a drogue parachute. Over 12,400 tons of supplies were delivered in 1,100 missions. Jim also participated in resupply missions during the Yom Kippur war. They flew tanks directly from California to Tel Aviv. Years later he met an Israel Defense Forces Veteran who said “If it wasn't for you guys we would have never survived.” We spend some time talking about the importance of the educational mission. Jim encourages his fellow Veterans to speak at local schools about patriotism as much as possible. “Preserving democracies is our mission. Nobody loves America more than those countries that don't enjoy the freedoms we do.”

In Nautilus to Columbia: 70 Years of the US Navy's Nuclear Submarines (Osprey, 2023), James C. Goodall covers the origins, design and development of the US Navy's fleet of nuclear-powered submarines. This program was developed under the command of Hiram G. Rickover, the "Father of the Nuclear Navy" who oversaw the commissioning of the very first nuclear-powered attack submarine, the USS Nautilus (SSN 571) in 1952. This was a truly revolutionary design. Until the advent of nuclear power, the world's submarine fleets traveled on the surface at night to charge their batteries, and only dove below the surface when enemy ships or planes were spotted. With the development of the USS Nautilus, the US Navy now had the ability to stay submerged for not just hours or days, but to hide out of harm's way for weeks or months at a time This highly illustrated book covers all of the 220+ submarine hulls built and delivered to the US Navy from the USS Nautilus through to the Navy's newest class of submarine, the Columbia class SSBNs. The story of the Nuclear Navy from its origins up to the present day is told through more than 1,300 images from official and archive sources, as well as the author's own personal collection, some of which have never been published before. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

Last time we spoke about the Japanese counteroffensive against the Marine beachhead on Bougainville. Things were looking bad for the Japanese before they got even worse. The Japanese had underestimated the amount of Marines on Bougainville and sent Major Mitsuhiro with his special units to try and hit the marine left flank, later to join up with the Iwasa detachment. Mitsuhiro's men were in for a hell of a surprise when they attacked a larger force than expected. They took heavy losses before pulling back into the interior of the island to search for Iwasa. Meanwhile Iwasa also bit off more than he could chew with a counteroffensive targeting the Piva trail. In the end the marines not only repelled the attacks, but also greatly expanded their perimeter. We also spoke about the battle of Changde seeing the forces of Yokoyama crush multiple Chinese armies and unleash chemical and biological warfare in the area. This episode is the Battle of Sattelberg 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.  Vice Admiral John Henry Towers the commander of pacific air force circled a plan to recapture Wake island and use it as a springboard to latte assault the Marshalls that were around 500 miles south. Admiral Spruance favored opening a new campaign much father southeast, where the fleet could count on more land base air support in the south pacific. Spruance wanted to launch an offensive into the Gilbert Islands, some 600 miles southeast of the Marshalls. Admiral Nimitz was swapped by this and in turn twisted King's arm. And thus was born Operation Galvanic, the simultaneous capture of the Ellice islands, the Gilbert Islands and Nauru set for November 15th. Since his victorious return from the battle of Midway a year earlier, Admiral Raymond Spruance had privately longed for a major command at sea. But it was an admirals way to lobby for a job and he would not be surprised when Nimitz told him one morning in May of 1943  “There are going to be some changes in the high command of the fleet. I would like to let you go, but unfortunately for you I need you here” Spruance replied “Well, the war is an important thing. I personally would like to have another crack at the Japs, but if you need me here, this is where I should be.” The next day the two met again and Nimitz said “I have been thinking this over during the night. Spruance, you are lucky. I've decided that I am going to let you go, after all.” Nimitz reported to King the new assignment during their meeting in San Francisco a month later. On May 30th, Spruance received the rank of vice admiral and shortly after was detached from the CINCPAC staff and placed in command of the Central Pacific Force, later to be designated the 5th Fleet. It would be the largest seagoing command in the history of the US Navy.  Spruance would have little more than four months to plan the largest and most complex amphibious operation yet attempted. Naval forces and landing troops would be taken from far flung parts of the south pacific and USA mainland. His key commanders had not yet been identified. Spruance immediately recruited a chief of staff with a lot of experience and initiative, his old friend and shipmate, Captain Charles “Carl” Moore. Moore had been serving in Washington as a member of Admiral King's war planning staff. Spruance asked Moore to select other key staff officers, poaching many from naval HQ. Moore would arrive to Pearl Harbor on August 5th and took up a spare bedroom in Nimitz and Spruance house atop Makalapa Hill. Now Spruance was the type of manager that delegated everything possible, he once said “Looking at myself objectively, I think I am a good judge of men; and I know that I tend to be lazy about many things, so I do not try to do anything that I can pass down the line to someone more competent than I am to do it.” Moore was perfectly fine with this philosophy. Some would say Spruance was a bit lazy, the man did seem to bore rather easily and was a compulsive walker, often spent days just walking, grabbing staff with him. Moore wrote about such an instance once that occurred a few days after he arrived to Hawaii  “Raymond is up to his tricks already, and yesterday took me on an eight mile hike in the foothills. It was hot and a hard pull at times, and particularly so as we carried on a lively conversation all the way which kept me completely winded.” On this occasion Moore tried to talk to Spruance about operation Galvanic, but Spruance kept changing subjects. A few days later Moore would write to his wife “Yesterday Raymond stepped up the pace and the distance and we covered over 10 miles in three hours. My right leg caught up with my left and both were wrecked by the time I got back. . . . If he can get me burned to a crisp or crippled from walking he will be completely happy.” Spruance wanted Kelly Turner to command his amphibious fleet. Turner at that point held a year of hard experience in the South Pacific. He was the navy's preeminent amphibious specialist. Spruance knew the man well both at sea and at the Naval War College. Spruance told Nimitz in Juen“I would like to get Admiral Kelly Turner from Admiral Halsey, if I can steal him,” However with the northern Solomons campaign in high gear, Halsey was not too keen to release Turner. Nimitz sent a personal note to Hasley explaining that he had been ordered to wage a new offensive in the central Pacific: “This means I must have Turner report to me as soon as possible.” Unfortunately for Hasley, Turner also took some of their best staff officers with him. Major General Holland Smith would command the invasion troops, designated the 5th amphibious corps or ‘VAC”. Smith was one of the pioneers of amphibious warfare. He had persuaded the navy to adopt Andrew Higgen's shallow draft boats as landing craft and successfully trained several divisions in amphibious operations over at Camps Elliot and Pendleton in California. He fought hard to get combat command in the Pacific and was backed up by Secretary Knox and Admiral King. Nimitz did not know the man well, but Spruance had worked with him in the 1930's when they were both stationed in the Caribbean. Turner and Smith would make quite the combustible pair. Both men were aggressive, ambitious and quite overbearing. They were both used to running things without competition. Both were prone to fits of rage and this earned them the nicknames “terrible turner and Howlin'mad'smith”. At Guadalcanal Turner once offended General Vandegrift by infringing upon his command, this led Spruance to wonder “whether we could get the operation planned out before there was an explosion between them.” Smith had met Kelly Turner once in Washington and he found the admiral to be precise and courteous, describing him as “an exacting schoolmaster, affable in an academic manner. He could be plain ornery. He wasn't called ‘Terrible Turner' without reason.” For Operation Galvanic, Turner expected to be above Smith in the chain of command. This was consistent with how Operation Watchtower went about. But Smith wanted direct command of all amphibious troops throughout the operation, prior, during and after the landings, and he wanted to directly report to Spruance. Spruance wanted nothing to do with such arguments and because of his laissez-faire style this meant Moore would be acting as referee between Turner and Smith. Here is what Moore had to say of it “Holland Smith particularly complained about Kelly Turner. He was a whining, complaining type. He loved to complain. He loved to talk and loved to complain, and he would come and sit on my desk and growl about Turner. ‘All I want to do is kill some Japs. Just give me a rifle. I don't want to be a commanding general. Just give me a rifle, I'll go out there and shoot some Japs. . . . I'm not worried about anything else around here.' See, that kind of a line. I was trying to soothe him down, and Turner would come and complain about that blankety-blank Smith, couldn't get any cooperation out of him, and so forth.”Through these referee'd battles a compromise was met. Turner would be in command of the landing forces until the shore commander went ashore and assumed command of the troops. When turner was informed, all the troops ashore would fall under the command of the 5th amphibious corps and thus report to Smith. This model was accepted by both men and would remain in force throughout the Pacific War.  So at this point its important to note the US Navy had still not fully recovered from the surprise attack on Pearl Harbor, and was still in the process of building the largest fleets the world had ever seen. You have probably heard this phrase many times: “World War Two would be won through British brains, American brawn, and Russian blood.” As said at the Tehran conference of December 1943 by Joseph Stalin. That brawn was simply incredible. From the start of the war until the end of 1943, the US would commission 7 aircraft carriers, the Essex, Lexington, Yorktown, Bunker Hill, Intrepid, Wasp and Hornet. Of the new Essex-class, 9 light carriers would be commissioned the Independence, Princeton, Belleau Wood, Cowpens, Monterey, Cabot, Langley, Bataan and San Jacinto. Of the new Independence class there would be 35 escort carriers, no worries not going to list them all haha. There would also be 6 new battleships the South Dakota, Indiana, Massachusetts, Alabama, Iowa and New Jersey; 4 new heavy cruisers, the  Baltimore, Boston, Canberra and Quincy; 16 light cruisers, 212 destroyers, 234 destroyer escorts and 92 submarines. To match this in the same period, Japanese commissioned two aircraft carriers the Junyo and Hiyo; one light aircraft carrier the Ryuho; 4 escort carriers the  Unyo, Chuyo, Kaiyo and Shinyo; 2 superbattleships the Yamato and Musashi; 4 light cruisers the Agano, Oyodo, Noshiro and Yahagi; 22 destroyers, 15 destroyer escorts and 61 submarines. Thus it was absolutely clear, the Americans had a significant advantage in naval production.  On September 4th, the 5th amphibious corps of Smith were officially established. Smith proceeded to train and control the units assigned to operation Galvanic which included Major General Julian Smith's 2nd Marine division and Major General Ralph Smith's 27th division, that's a lot of Smiths. As the 5th amphibious force and corps were still undergoing organization during the planning phase of the Gilberts operations, much of the burden for tacticaling planning fell initially onto the staffs of the two divisions involved. Julian Smith was informed in august his job was to capture the Tarawa and Apamama atolls. Ralph Smith was told he was to invade Nauru, but Holland Smith believed Nauru offered too many problems. Nauru was 390 miles west of the Gilberts and would place strain on available shipping. Simultaneous landings in the two places would further widen the dispersal of supporting fleet element, a dangerous division of forces in view of the presumed possibility of a Japanese naval counterattack. Finally, the terrain on Nauru would make an amphibious assault and the land fighting extremely costly to be warranted by the strategic advantages to be gained. Makin Atoll was considered no less suitable than Nauru as an air base for operations against the Marshalls and was thought to be considerably less well defended. Makin was also only about 105 miles north of Tarawa making it possible to concentrate the supporting fleet in one area and thus avoid the danger of excessive dispersion. So in early October, Spruance and Nimitz made the decision to invade Makin Atoll instead. Unfortunately the Americans did not have great intelligence on the Gilberts, so they had to do some photographic coverage of Tarawa and Makin between July and October 1943. The USS Nautilus contributed a lot to the intelligence effort by obtaining hydrographic and each conditions for both atolls, such as their surfs, reefs, beaches, lagoon entrance, current data, tidal data and so forth. The unsexy logistical stuff no one talks about. If you want to invade a beach, you have to know about said beach. During September and October a total of 16 former residents and travelers of the islands were attached to Turners staff to help out. Many of these were Australian, New Zealanders, Fijian naval reserve officers, officials of the Western pacific high commission, Australian army reserve officers and enlisted men and a few civilians. Another source of information was given by Lt Colonel James Roosevelt who had taken part in the raid upon Makin. For the landings at Makin, Turner's task for 54 and 53. He would have at his disposal 4 destroyer transports, one Cargoship, one LSD and 9 LSTS to transport the reinforced 165th regiment of Colonel Gardiner Conroy. He would be supported by the 7th army defense battalion, detachments of the 105th infantry regiment, 27th division, units of the 193rd tank battalion, 152nd engineer battalion, coastal artillery and anti-aircraft batteries of the 98th and 93rd Coastal artillery battalions, a platoon from the 5th Amphibious corps reconnaissance company, sundry medical, signal, ordnance, quartermaster and bomb disposal detachments. Their screening force would be 4 older battleships, 4 heavy cruisers, 13 destroyers and 3 escort carriers. The Tarawa force would be given one destroyer transport, 1 attack transport, 12 Destroyer transports, 3 AKA's, one LSD and 12 LST's under Rear Admiral Harry Hill, screened by 3 battleships, 3 heavy cruisers, 3 light cruisers, 21 destroyers and 5 escort carriers. Turner would also make a legendary decision. He appointed Colonel Eareckson, the veteran of the Aleutian Islands campaign to be commander of the support Aircraft, thus establishing a centralized system of ground control for support aircraft in amphibious operations. Eareckson became famous for his innovative tactics such as using radar equipped B-17's to guide P-38's to attack Kawanishi flying boats during the Aleutian islands campaign. He also pioneered low level bombing raids through the brutal aleutian weather. Aerial support, both at the tactical and strategic level would be provided by Rear admiral Charles Pownalls carrier task force 50 formed around 6 lage and 5 small carriers and by Rear admiral John Hoovers shore based aircraft; consisting of task groups 57.2/3/4. Both forces had to destroyer aircraft and air/harbor facilities at Tarawa, Mille, Jaluit, Makin and Nauru while simultaneously providing air support. Hoover also was responsible for conducting photographic reconnaissance over the Marshalls. After the air strikes and naval bombardment obliterated the Japanese defenses and installations, Turner planned to assault the beaches with the troops ferried using amphibian tractors, followed up by LCVPS and medium tanks in LCMS. For Tarawa, Ralph Smith's plan was a bit more elaborate and extreme, he was going to attempt something never done before. The amphibious assault of Tarawa had unique problems. There was no immediate means of achieving depth of deployment. The landing forces would initially be pinned down on a long narrow beach. The island offered basically no room for flank maneuvers and the aerial and naval bombardments would do little. Ralph assigned a major role to troops of a different regiment than the one that made up the main landing force. Detachments X and Y, of the 3rd Battalion, 105th Infantry and 193rd Tank Battalion,  led by Maj. Edward T. Bradt would be the first to land on the west coast of Butaritari, designated Red Beaches. This would be followed up quickly by the 1st and 3rd Battalions. On the right, the 3rd Battalion Landing Team would land on Red Beach 2 and seize the right half of the division beachhead to about 1,600 yards inland. Then they would move right to clear the area around Ukiangong Village and Ukiangong Point. Over on the left, the 1st Battalion Landing Team would land on Red Beach 1, seize the division beachhead in its zone of action and move left to capture the area from the north end of Red Beach to Flink Point. Meanwhile the reinforced 2nd Platoon of Company G, 165th Regiment, and 19 marines of the 4th Platoon of the 5th Amphibious Corps Reconnaissance Company were going to land on Kotabu island, lying just north of Flink point. This would secure the seward approaches into the lagoon. After two hours while the troops consolidated their beachhead the Z detachment of the 105th regiment led by Captain William Ferns would land on Yellow beach 2 on the north side of the island between On Chong's and King's Wharfs. The detachment would split into two groups, one heading east to clear Kings wharf the other west to clear On Chong's wharf. After this a wave of the 165th battalion would advance west. Comparing the two, Julian's plan was a lot more simple, it called for the landing at Betio of 3 battalions; the 2nd battalion, 8th marines, 2nd battalion and the  2nd and 3rd battalions 2nd marines. Colonel David Shoup and Colonel Elmer Hall would lead the 3 battalions.The 1st battalion, 2nd marines would be held in reserve. The corps reserve for Tarawa, Makin or Apamama would be Colonel Maurice Holmes 6th marines. Once the beachhead was secured, troops would advance across the island to the south, seizing the airfield and mopping up enemy positions along the major beaches To further prepare for Operation Galvanic, Admiral Pownall led three carriers, the Lexington, Princeton and Belleau Wood to strike the Gilberts on September 18th. Supported by 38 Liberators flying out of Canton, Funafuti and Guadalcanal, Pownall made 6 separate and unopposed air strikes against Tarawa. A ton of fuel and ammunition was destroyed, several buildings were wrecked and a small freighter was sunk. Attacks on Makin saw three flying boats lit on fire with some damage done to shore installations. What was more important than these strikes was the photographic coverage that accompanied them. Zero fighter interception was found at either, though two Japanese medium bombers were shot down northwest of Makin. According to the diary of a Japanese laborer, 28 laborers were killed during a strike on Makin, most likely from a direct bomb hit to a shelter. On Beito they hit a runway, though it would be quickly repaired. Pownall tried to keep the strikes going but now saw an interception from 18 zeros which shot down 5 of his aircraft.  To follow up the raid on the Gilberts, Admiral Montgomery hit Wake with one of the largest carrie strike forces to date. The Essex, Lexington, Yorktown, Cowpens, Independence and Belleau Wood with support from land based aircraft hit Wake on October 5th and 6th. Over 67 Japanese planes were reported to be destroyed in the air and on the ground. Shore installations were also battered heavily. Then beginning on november 13th, land-based bombers of Admiral Hoover made nightly raids against Tarawa, Makin, Nauru and some central Marshall islands. Meanwhile between November 13-17th, Major General Willis Hale's 7th air force's heavy bombers flew 141 bombing sorties against the Gilberts and Marshalls. They dropped over 173 tons of bombs, destroying at least 5 Japanese aircraft and inflicting heavy damage to their facilities and installations. Against the Americans, the Japanese forces in the area initially were that of Rear Admiral Abe Koso's 6th base force operating on Kwajalein. Koso commanded the 61st guard unit on Kwajalian, 62nd guard unit on Jaluit, 63rd guard unit on Taroa, 64th guard unit at Wotje,  65th guard unit at Wake, 43rd guard unit at Nauru, a detachment of the 63rd guard unit at Ocean island and another detachment of the 51st guard unit on Makin. For the Marshalls he had the 22nd air flotilla consisting of 46 Zeros, 40 kates, 3 vals, 5 flying boats and 11 reconnaissance aircraft. The raid of Makin back in 1942 alerted the Japanese to its significance so they sent the 6th Yokosuka SNLF to help occupy the Gilberts. During the spring of 1943, the IJN created the 3rd special base force of Rear-Admiral Shibazaki Keiji who would defend Tarawa, Makin, Apamama, Nauru and Ocean island. The Sasebo 7th SNLF would be sent to Tarawa, the 2nd Yokosuka SNLF to Nauru. The Japanese went to work on Makin and Tarawa constructing concrete and log emplacements for guns of all sizes. They used coconut tree logs to build tank barricade, tank pits, laid underwatch obstacles and dugouts for riflemen and machine gunners. On Makin the airbase was expanded and by july 1943 was able to take land based bombers. The Marshalls, Marianas and Carolines alongside other islands would be reinforced in preparation for expected American offensives. Four new south sea detachments were formed and tow mobile amphibious brigades that would be used for counterlandings. The Japanese were outmanned and outgunned, but they would make the Americans pay in blood for every inch of land, island by island. Now it is time for us to travel back to Green Hell as the allies were preparing to hit Sattelberg. By November 9th, the Australians knew the Japanese had two out posts west of Jivevaneng, at Green and Coconut ridges with another strong patrol base at Steeple Tree Hill. Whitehead decided to deploy the 2/24th battalion on the right to guard the enemy along the Palanko road; the 2/48th would take up the center advancing along the sattelberg road supported by the 1st tank battalion and the 2/23rd would take the left advancing along Sisi. Major General Frank Berryman would be appointed the new commander of the 2nd corps, as General Morshead was appointed commander of the New Guinea Force. The date for the new offensive was set for November 17th. A preliminary advance was made by a company along the sattelberg road to seize the enemy held Green Ridge. Under the support of heavy machine gun and artillery fire.    At 8:20am two batteries and the company of the 2/2nd machine gun battalion fired upon Green Ridge. Captain Isaksson's company of the 2/48th then moved up, but were unable to properly follow up the bombardment. The men advanced at a slow rate up the ridge because of thick bamboo. Both the nearby near and far features were strongly defended and would only be captured by 10 and 12:4-pm respectfully. The capture of the Far feature took the machine gunners 26,000 rounds to keep the enemy heads down for the infantry to storm their positions. Captain Brocksopp's company occupied Green Ridge, Isakssons took White Trunk Tree lying on the junction of Sattelberg road and the Sisi track by 1:40pm. 5 men were killed in the process, 18 Japanese died on Green Ridge. At first light on November 17th, four Matilda tanks led by Major Samuel Hordern led the way to the start line converted under the noise of a deadly rocket barrage. Beginning at 6:30am  rocket propelled bombs were fired from jeeps. These 30 pound bombs had a maximum range of 1200 yards. Several of them ended up being duds, but those that did explode had a very lethal effect, killing within a radius of 50 yards. On top of this came artillery and mortar bombardments, until Horderns tanks began smashing Coconut ridge with the infantry close behind them. A company of the 2/23rd would find Sisi unoccupied and continued north to help defend Green Ridge. Around 50 yards up the track the Australians found the first signs of opposition, a heavy machine gun post. The tanks fired blindly at the enemy defenses, mostly pillboxes and foxholes. Despite the terrifying attack, the Japanese held their ground and replied using machine guns, mortars and grenades, until the tanks blew them and their defenses to pieces. Halfway to Coconut ridge, the Matilada's had to halt to refill their ammunition. Within all of the excitement, the tank crews had run out of ammunition for their Besa guns. The Besa's had been firing bursts of around 50 rounds when they could have been firing 10s. Three deeps loaded with ammunition at Jivevaneng rushed forward as the tanks backed up some 60 yards to protect their approach. All of this was coordinated using walkie talkies, an absolutely crucial technology of the war. Meanwhile the 2/24th continued north to attack Japanese positions along the Palank road and to the south the 2/23rd met resistance halfway to Steeple Tree. At 10:20am, Horderns tanks were resuming their advance, eliminating pockets of resistance one by one. Upon reaching the Kunai Knoll on the southern Coconuts, two Matilda's became disabled. Upon seeing the halting tanks, the Japanese unleashed as much firepower as they could pinning down the infantry alongside their tanks. Lt Colonel Robert Ainslie ordered the men to advance on without the tanks. The men stormed the slopes of the Kunai Knoll, forced to crawl forward under heavy fire. It became a fierce battle, the Australians were unable to make much ground and forced to dig in for the night. Two companies dug in on the slopes of the Kunai Knoll while a third dug in near White Trunk Tree. Despite the terrifying tank attack, the Japanese did not flinch and fought throughout the day to halt the Australian advance. However during the night the Australians unleashed an artillery bombardment forcing the Japanese to abandon the ridge. The next morning, the Australians found the ridge abandoned and went to work repairing the two disabled tanks so they could continue the advance. Three more Matildas wielding 2 pounders and 3 inch Howitzers were brought up. The 2/2rd now advanced towards Mararuo, pushing the Japanese up a spur. The tanks advanced again, allowing the Australians to go another 250 yards until they were met again with heavy resistance. The Japanese held very strong positions upon the 2600 foot Steeple Tree Hill. Their system of defense was to have positions at every possible line of approach near bamboo obstacles. The Japanese would wait to fire until the infantry were just a few yards away to cause maximum damage. Armed with 37mm anti-tank guns the Japanese did all they could to neutralize the tank menace. By nightfall the attackers were forced to pull back to Coconut ridge and during the night the Japanese launched counter attacks using grenades and small arms.  The next morning at 8am the Australians resumed their advance. The tanks led the way, but they were met with extremely fast and well coordinated anti-tank measures. At around 100 yards from the start line, the advance was halted by an anti-tank ditch 6 feet wide and 4 feet deep. Major Moodie's engineers of the 2/13th field company were able to dislodge the tanks and soon the tanks were overrun an 81mm mortar position. The tanks ran havoc upon a Woodpecker and two light machine gun positions, then after another 150 yards ran into another tank ditch around 10am. Lt Farquhars platoon charged past the tanks to give the engineers room to dislodge them only to see the tanks hit another ditch when they came forward again. The men fashioned two fougasses out of 4 gallon drums filled with petrol to hit the defenders of one of the slopes later to be named Fougasse Corner. A fougasse by the way is a projectile weapon, typically using a 40 gallon drum with a flammable substance like petrol. They would be inclined and when triggered using an explosive charge, shot a flame going perhaps 10 feet up, 3 feet wide for about 30 yards. Picture a really big flamethrower burst. This was unleashed on the slope causing roughly 20 casualties. The Japanese would leave 46 of their dead abandoning the slope when the Australians charged into them. The Japanese then launched a counterattack against the Fougasse Corner leading to more casualties, but were repelled. To the north, the 2/24th launched an attack on a knoll near the summit of the 2200 Feature. After an artillery bombardment, Lt Caples platoon took the unoccupied knoll, but soon the Japanese began encircling them. They fought until 2:30pm when the Australians finally established a secure position on the knoll. Meanwhile, General Katagiri was preparing to send the 79th regiment to attack the mouth of the Song River. Katagiri was facing a dire supply situation. Although 2-3 barges came up daily to bring supplies to Kanimi and Lakona, once the supplies landed they had to be carried overland and that was the crux of the problem. The main roads, Kanimi to Ago to Lakona to Wario to Sattelberg and secondary roads leading to Zageheme and Merikeo were all steep and mountainous, taking 5 days to traverse. This led the supply line to the front lines to be inconsistent. From the Diary entry of an unknown Japanese infantry man at Sattelberg October 15th "I eat potatoes and live in a hole and cannot speak in a loud voice. I live the life of a mud rat or similar creature" At the same time the 2/15th battalion had sent a diversionary force led by Major Newcomb with orders to "in conjunction with the opening of the attack towards Sattelberg… you are to command a diversionary force, broaden the apparent front of the attack on Sattelberg by simulating a new threat towards Wareo" The 2/15th set out on November 17th and reached Garabow the next day. They began bombarding it to  cause the distraction. This was done to support Whiteheads offensive while in the east Brigadier Porter was going to cut the enemy's main supply line by attacking along the coast. Porter sent the 2/32nd battalion to take some high ground at Pabu. On November 19th, the 2/32nd were able to seize Pabu, avoiding any enemy, finding the hill unoccupied. The next morning the 2/32nd began patrolling and found large numbers of Japanese 500 yards to their west, and that said enemy then found them. Katagiri feared a possible attack upon Bonga so he decided to launch a secondary counteroffensive on November 21st. Meanwhile the 2/48th resumed their advance, this time without Horderns tanks who could not traverse past 250 yards because of bamboo obstacles. By 9:30am the tanks were able to bypass the obstacles and caught up to the infantry. At 10am, Whitehead gave the order “Go ahead as fast as possible” and 50 minutes later the skirmishing began upon the first enemy positions. The Australians pushed on slowly in a sluggish battle but were able to capture Steeple Tree by the late afternoon. At the same time the 2/23rd were trying to drive the enemy away from the southern approaches to Steeple Tree, gradually linking up with the 2/48th.  To the north the 2/24th once again found themselves halted. The Japanese had created strong bamboo obstacles along the slopes that were difficult to traverse. In an attempt to force the issue, Wootten committed another troop of tanks to assist the 2/24th, but it would take a lot of time before the Matildas could climb the 2200 Feature. But the Japanese were caught between two enemy forces and were forced to pull back to Sattelberg during the night. The next morning the 2/48th resumed their advance while the 2/23rd patrolled towards Mararuo. Meeting no opposition the troops moved ahead quickly. At 4:35pm the enemy unleashed machine gun fire at point blank range upon them. The 2/48th tossed mortars and their tank support who crushed the enemy defenses, rapidly overwhelming the enemy, sending them scattering. But on November 22nd, Katagiri finally launched his counterattack using the bulk of the 79th regiment against Porters positions along the Song. Katagiri also sent the Fujii detachment led by Lt Colonel Fujii to attack Pabu. It just so happened Davies Company  had left Pabu to search for the main Japanese supply road, and they came across Horace's Hoof in the afternoon. A company sized force of the Fujii detachment began their attack forcing Davies company back towards Pabu. But that is it for New Guinea as we now need to travel over to Bougainville. Generals Geiger and Turnage ordered a group of naval and marine engineers with construction personnel led by Civil Engineer corps officer Commander William Painter to construct airfields in the interior of the island. They were escorted by units of the 21st marines and used aerial photographs to find an area about 3 miles inland, roughly 1 mile beyond the defensive perimeter where suitable sites were located for two airstrips to be made. Unable to expand the perimeter properly because of the swamps around them, Turnage directed the 21st marines to establish a strong outpost at the junction of the East-West and Numa Numa trails to cover the new airfield sites. On November 13th, the inexperienced 2nd battalion, 21st marines of Lt Colonel Eustace Smoak set out with E company in the lead. Unbeknownst to them, Colonel Hamanoue had just realized the tactical value of said junction and sent a battalion to occupy Coconut Grove the previous day. The men had managed to establish a solid defensive perimeter.  At 11:05 Company E ran right into an ambush. The Japanese unleashed machine gun and mortar fire with sniper support from the treelines. E companies commander sent a report back to Colonel Smoak, one of many panicked and incoherent reports he would receive from said company. This was the first combat experience for the 2nd battalion, 21st marines. Smoak rushed forward and established his command post close to the action. He ordered F company to relieve E company who had suffered heavy casualties. F company however, advanced too far to the right and suffered a lot of casualties in a disorganized manner. Unable to get artillery support, Smoak ordered his units to begin digging in for the night. The next morning, 5 light tanks of the 1st battalion, 21st regiment came up to support Smoak. While Smoak organized his forces, a air strike hit the Coconut grove area at 9:05am consisting of around 20 Avengers carrying 100lb bombs using 1 second delay fuses. The marines then performed an artillery barrage before resuming their advance upon the grove. The Japanese fired upon the tanks, managing to disable two of them. At this point Smoak ordered the disorganized assault to halt and began regrouping his men to attack again. This time they were able to break the Japanese resistance and by late afternoon established a perimeter around the Coconut Grove. The marines found 40 dead Japanese, the baptism under fire for the 2nd battalions, 21st marines cost them 20 dead men and 39 wounded. 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. Operation Galvanic was being prepared and in the meanwhile, a large number of air raids were hitting numerous places in the central pacific. The advance to sattelberg was getting closer day by day, the boys on Bougainville were finding inhospitable Japanese around every corner. 

In the 1950s, Connecticut's latest entry into nautical history was the first nuclear-powered submarine, the U.S.S. Nautilus. The 7.5-million-pound underwater vessel completely changed military strategies globally, because it could stay under water undetected for a long time. The Nautilus was the first sea vessel to travel beneath the Arctic ice cap and it played an important role in the dangerous Cuban Missile Crisis nuclear weapon standoff between the U.S. and Russia. Hear the story of the Nautilus from the Director of the Submarine Force Museum in Groton, where the Nautilus is berthed in retirement, Lt. Commander Derek Sutton.

This time on Narrated, we discussed our favorite biography and memoir audiobooks. Round 1: Shachi: Finding Me [Libro.fm] / [Overdrive/Libby] / [Audible] / [Episode 198]  Lisa: Being Seen: One Deafblind Woman's Fight to End Ableism [Libro.fm] / [OverDrive/Libby] / [Audible] Scott: The Good Neighbor: The Life and Work of Fred Rogers [Libro.fm] / [Overdrive/Libby] / [Audible] / [Episode 37] Round 2: Shachi: The Man Who Could Move Clouds [Libro.fm] / [Overdrive/Libby]  / [Audible] Lisa: A Mind Unraveled [Libro.fm] / [Overdrive/Libby]  / [Audible] Scott:Born a Crime: Stories from a South African Childhood [Audible] / [Episode 16] Round 3: Shachi: The Big Reveal: An Illustrated Manifesto of Drag [Libro.fm] / [Overdrive/Libby]  / [Audible] Lisa: The Ice Diaries: The Untold Story of the USS Nautilus and the Cold War's Most Daring Mission [Libro.fm] / [Overdrive/Libby]  / [Audible] Scott: Jim Henson: The Biography [Libro.fm] / [Overdrive/Libby]  / [Audible] Additional Picks: Shachi: I Am Debra Lee, You Can't Be Serious, My Life as a Goddess: A Memoir through (Un)Popular Culture, Dog Flowers, Shine Bright: A Very Personal History of Black Women in Pop Lisa: Funny Boy: The Richard Hunt Biography, A Handful of Earth, a Handful of Sky: The World of Octavia Butler, Unbound: My Story of Liberation and the Birth of the Me Too Movement, Still Just a Geek: An Annotated Memoir Scott: The Storyteller: Tales of Life and Music, The Princess Diarist, Unprotected

On this day in 1954, the USS Nautilus, the world's first nuclear-powered submarine, was accepted into active service by the U.S. Navy.See omnystudio.com/listener for privacy information.

While the USSR flushed the seas with incredible numbers of submarines, in the US one Hyman G. Rickover pushed the navy into going nuclear and set up USS Nautilus to become the first submarine to traverse the North Pole submerged. Meanwhile, the Soviets had their own breakthroughs - ICBMs, SSBNs, SLBMs and, of course, Sputnik. But opposite that the Americans set up SOSUS, a revolution by itself. For more in Hyman G. Rickover, see Hyman G. Rickover, Father of the US nuclear navy (ahistoryofsubmarines.com). For more on Sergei Korolev, see Sergei Korolev, Rocket Man (ahistoryofsubmarines.com).

"Operation Sunshine" ist streng geheim. Nur wenige wissen von den Plänen, den Norden zu erobern. Mehrere Expeditionen scheitern, doch am 3. August 1958 ist es soweit: Das erste atom-betriebene Unterseeboot, die USS Nautilus unterquert den Nordpol.

21 Tháng 1 Là Ngày Gì? Hôm Nay Là Sinh Nhật Của Cầu Thủ Công Phượng SỰ KIỆN 1875 – Ngân hàng Đông Dương (Banque de I'Indochine, viết tắt là BIC) được thành lập tại Paris theo sắc lệnh của Tổng thống Pháp Patrice de Mac-Mahon. 1976 – British Airways và Air France tiến hành các chuyến bay thương mại lịch trình đầu tiên bằng máy bay Concorde. 1971 - Trạm phát Emley Moor , cấu trúc đứng tự do cao nhất ở Vương quốc Anh thời điểm đó, bắt đầu truyền các chương trình phát sóng UHF . 1643 – Abel Tasman trở thành người châu Âu đầu tiên đặt chân đến quần đảo Tonga. 1911 - Cuộc đua Monte Carlo đầu tiên diễn ra. 1954 - Tàu ngầm chạy bằng năng lượng hạt nhân đầu tiên, USS Nautilus , được hạ thủy tại Groton, Connecticut Sinh 1905 – Christian Dior, nhà thiết kế thời trang người Pháp, thành lập Christian Dior S.A. (m. 1957) 1953 – Paul Allen, doanh nhân và nhà nhân đức người Mỹ, đồng sáng lập Microsoft 1995 – Nguyễn Công Phượng, cầu thủ bóng đá Việt Nam 1895 - Cristóbal Balenciaga , nhà thiết kế thời trang người Tây Ban Nha, thành lập Balenciaga (mất năm 1972) Mất 2012 - Nhật Ngân, nhạc sĩ người Việt Nam (s. 1942) 1901 - Elisha Grey , kỹ sư người Mỹ, đồng sáng lập Western Electric (sinh năm 1835) 1814 - Jacques-Henri Bernardin de Saint-Pierre , nhà thực vật học và tác giả người Pháp (sinh năm 1737) Chương trình "Hôm nay ngày gì" hiện đã có mặt trên Youtube, Facebook và Spotify: Facebook: https://www.facebook.com/aweektv - Youtube: https://www.youtube.com/c/AWeekTV - Spotify: https://open.spotify.com/show/6rC4CgZNV6tJpX2RIcbK0J - Apple Podcast: https://podcasts.apple.com/.../h%C3%B4m-nay.../id1586073418 #aweektv #21thang1 #BritishAirways #AirFrance #AbelTasman #ChristianDior #Balenciaga #congphuong Các video đều thuộc quyền sở hữu của Adwell jsc (adwell.vn), mọi hành động sử dụng lại nội dung của chúng tôi đều không được phép. --- Send in a voice message: https://anchor.fm/aweek-tv/message

By the mid 1950s, smog was becoming a serious problem in American cities, especially Los Angeles. On January 15th, 1954 KNX broadcast a special called “The Troubled Air.” ___________ Residents of Los Angeles suffered from burning eyes, runny noses, persistent cough and shortness of breath. It came from pollutants caused by automobiles, factories, and garbage incinerators. This documentary aired in an effort to drive awareness, and speed-up City Hall's solution to the problem. ___________ Five days later, The National Negro Network was formed by Chicago ad executive W. Leonard Evans. Evans was the first African-American radio network owner in the country. ___________ Other partners were Ms. Reggie Schuebel, VP and Treasurer, and John M. Wyatt, Executive VP. The duo owned a New York-based radio and TV consulting company. Among those on the board was Cab Calloway. The network launched with forty-six affiliates. Broadcasting Magazine reported that twelve to fifteen million African-Americans were expected to be reached. ___________ In other news, on January 21st, The first nuclear-powered submarine, the USS Nautilus, was launched. Four days later The Berlin Conference launched with ministers from The U.S., U.K., France, and The Soviet Union. Its purpose was to discuss a settlement to the recent Korean War and the ongoing First Indochina War. ___________ The conference would last until February 18th.

30 Tháng 9 Là Ngày Gì? Hôm Nay Là Ngày Quốc Tế Phiên Dịch SỰ KIỆN 1935 – Đập Hoover, nằm trên biên giới giữa hai bang Arizona và Nevada của Hoa Kỳ, được khánh thành. 1968 - Máy bay Boeing 747 được tung ra và trình diễn lần đầu tiên trước công chúng. 1954 - Tàu ngầm USS Nautilus của Hải quân Hoa Kỳ được đưa vào hoạt động như là tàu chạy bằng năng lượng hạt nhân đầu tiên trên thế giới. Ngày lễ và kỷ niệm Ngày quốc tế phiên dịch Sinh 1955 - Andy Bechtolsheim , kỹ sư người Đức, đồng sáng lập Sun Microsystems 1946 - Claude Vorilhon , nhà báo người Pháp, thành lập Raëlism 1861 - William Wrigley, Jr. , doanh nhân người Mỹ, thành lập Công ty Wrigley 1980 - Martina Hingis , vận động viên quần vợt Thụy Sĩ sinh ra ở Tiệp Khắc 1986 - Olivier Giroud , cầu thủ bóng đá người Pháp Mất 420 – Jerome, Ông là người đầu tiên dịch bộ Cựu Ước (bản Bảy Mươi hay Septuaginta) từ tiếng Hy Lạp sang tiếng Latinh 1988 – Trường Chinh, Tổng Bí thư của Đảng Cộng sản Việt Nam và Chủ tịch Hội đồng Nhà nước của Việt Nam (s. 1907) Chương trình "Hôm nay ngày gì" hiện đã có mặt trên Youtube, Facebook và Spotify: - Facebook: https://www.facebook.com/aweekmedia - Youtube: https://www.youtube.com/c/AWeekTV - Spotify: https://open.spotify.com/show/6rC4CgZNV6tJpX2RIcbK0J - Apple Podcast: https://podcasts.apple.com/.../h%C3%B4m-nay.../id1586073418 #aweektv #30thang9 #SunMicrosystems #WilliamWrigley #MartinaHingis #OlivierGiroud #TrườngChinh Các video đều thuộc quyền sở hữu của Adwell jsc, mọi hành động sử dụng lại nội dung của chúng tôi đều không được phép. --- Send in a voice message: https://anchor.fm/aweek-tv/message

Privacy settlements, smaller players and digital love + this day in history w/the USS Nautilus deep dive and your song of the day w/Blooded the Brave on your Morning Monarchy for August 3, 2021.

O mar sempre foi um grande mistério para a humanidade. A vontade de quebrar as barreiras físicas do corpo humano e conseguir resistir por mais tempo e ir mais fundo no oceano, sempre existiu. O primeiro registro de um submarino (se é que dá pra chamarmos assim), é da Grécia antiga. Aristóteles relatou que algumas pessoas usavam um equipamento chamado Lebeta, que permitia as pessoas irem mais fundo e ficarem mais tempo de baixo d'água. DaVinci, claro, foi outro a se dedicar à criação de um submarino. O equipamento desenvolvido por ele "Trata-se de um sistema de mergulhador com dois canos feitos de pele animal pelos quais o ar desce e sobe através de uma bomba manobrada da terra firme. Seria utilizado para ataques surpresa debaixo d água. Ele chegou também a desenhar um submarino acionado pela força humana e movido através de engrenagens", conta o historiador Luca Paolo. Já no século XVII, o holandês Cornelis Drebbel construiu o primeiro submarino que funcionava. Ele foi financiado por Jaime I, rei da Inglaterra. Movido a energia humana, ele era uma espécie de dois barcos com 4 remos, que usava bexiga de porco para submergir e emergir. Conseguia submergir por volta de 4 a 5 metros. Durante a Guerra de Independência dos EUA, o Turtle nascia. O Turtle era um submarino desenvolvido por David Bushnell e era totalmente individual, cabendo apenas uma pessoa. Nunca foi encontrado uma prova de que de fato ele existiu, mas de acordo com relatos escritos, ele era utilizado para colocar bombas nos navios ingleses. Os submarinos iriam se tornar uma ferramenta de guerra mesmo na Primeira Guerra Mundial, quando a Alemanha irá focar no desenvolvimento desse tipo de embarcação para atacar justamente a Marinha Inglesa, que era conhecida como a melhor marinha do mundo. Os submarinos alemães serão, por muito tempo, sinônimo de submarino de qualidade. Mas com o fim das duas guerras mundiais e um boom na tecnologia dos submarinos, a Guerra Fria chegou. Juntamente com a luta indireta entre EUA e URSS, a energia nuclear aparecia e mudava completamente as possibilidades dos submarinos. Em 1954, a marinha americana utilizou o primeiro submarino movido a energia nuclear. Seu nome era USS Nautilus (hoje é um navio museu). Esses submarinos podem ficar até 6 meses debaixo d'água e podem lançar mísseis nucleares submersos.

O mar sempre foi um grande mistério para a humanidade. A vontade de quebrar as barreiras físicas do corpo humano e conseguir resistir por mais tempo e ir mais fundo no oceano, sempre existiu. O primeiro registro de um submarino (se é que dá pra chamarmos assim), é da Grécia antiga. Aristóteles relatou que algumas pessoas usavam um equipamento chamado Lebeta, que permitia as pessoas irem mais fundo e ficarem mais tempo de baixo d'água. DaVinci, claro, foi outro a se dedicar à criação de um submarino. O equipamento desenvolvido por ele "Trata-se de um sistema de mergulhador com dois canos feitos de pele animal pelos quais o ar desce e sobe através de uma bomba manobrada da terra firme. Seria utilizado para ataques surpresa debaixo d água. Ele chegou também a desenhar um submarino acionado pela força humana e movido através de engrenagens", conta o historiador Luca Paolo. Já no século XVII, o holandês Cornelis Drebbel construiu o primeiro submarino que funcionava. Ele foi financiado por Jaime I, rei da Inglaterra. Movido a energia humana, ele era uma espécie de dois barcos com 4 remos, que usava bexiga de porco para submergir e emergir. Conseguia submergir por volta de 4 a 5 metros. Durante a Guerra de Independência dos EUA, o Turtle nascia. O Turtle era um submarino desenvolvido por David Bushnell e era totalmente individual, cabendo apenas uma pessoa. Nunca foi encontrado uma prova de que de fato ele existiu, mas de acordo com relatos escritos, ele era utilizado para colocar bombas nos navios ingleses. Os submarinos iriam se tornar uma ferramenta de guerra mesmo na Primeira Guerra Mundial, quando a Alemanha irá focar no desenvolvimento desse tipo de embarcação para atacar justamente a Marinha Inglesa, que era conhecida como a melhor marinha do mundo. Os submarinos alemães serão, por muito tempo, sinônimo de submarino de qualidade. Mas com o fim das duas guerras mundiais e um boom na tecnologia dos submarinos, a Guerra Fria chegou. Juntamente com a luta indireta entre EUA e URSS, a energia nuclear aparecia e mudava completamente as possibilidades dos submarinos. Em 1954, a marinha americana utilizou o primeiro submarino movido a energia nuclear. Seu nome era USS Nautilus (hoje é um navio museu). Esses submarinos podem ficar até 6 meses debaixo d'água e podem lançar mísseis nucleares submersos. See omnystudio.com/listener for privacy information.

Nuclear propulsion enabled Nautilus to smash numerous records including those for both submerged speed and distance, and became the first submarine to transit the North Pole in August ...

We're headed to the North Pole. Well, actually, the USS Nautilus made the trip, but they didn't go to the North Pole, they went UNDER the North Pole.

September 30, 2020 - Daily Unbiased NewsSupport the show (https://www.patreon.com/theoneminutenews)

It was on September 30th, 1954 when the USS Nautilus, the world’s first nuclear submarine, was commissioned by the U.S. Navy.

We’re back! This week we are discussing the ways you can familiarize yourself with and support Disney’s black culture. Also, a HUGE announcement about reopening the Disneyland Resort including California Adventure, Downtown Disney, The Grand Californian and The Paradise Pier Hotel. As usual, we’ve got updates on merch, what to watch on Disney+ and all of the ways you can bring the magic into your home until we can get back to the parks! Links:Subscribe to our events calendar (it’s free)!Follow Sean, Tabitha and the Magic on Main Street Podcast on Instagram!If you have any comments, questions or any stories you may want to share with our audience, email us at friends@magiconmainstreetpodcast.com.Become a patron on our all new Patreon! For as little as $2 a month, you’ll get early access and you’ll never have to listen to ads!Topic 1 - This Week in Disneyland history1956:Disneyland debuts Tom Sawyer Island & the Rafts to Tom Sawyer Island in Frontierland, the film 3D Jamboree at the Mickey Mouse Club Theater, and the Storybook Land Canal Boats attraction in Fantasyland.Tom Sawyer Island (today known as Pirate's Lair on Tom Sawyer Island) is an artificial island surrounded by the Rivers of America and inspired by the works of Mark Twain. Guests visit the island by traveling on a motorized raft which is piloted by a Disneyland Cast Member. The short 3D Jamboree features the famous Mouseketeers and their leader Jimmy Dodd. The presentation includes the animated shorts Melody and Working for Peanuts all in 3D. Storybook Land Canal Boats (originally known as Canal Boats of the World in 1955) features 13 boats (powered by outboard motors) afloat in 465,000 gallons of water.1958:Disneyland's Columbia ship opens on the Rivers of America. It is a full-scale version of the first ship to carry the American flag around the world. It actually was built in large part from the plans for the HMS Bounty (of mutiny fame). Disney's shipbuilders couldn't find plans for the original Columbia, so they relied heavily on those of Captain Bligh's ship, which had similar dimensions. It has cost $300,000 to build. Fowler's Harbor (named after Admiral Joseph Fowler, who helped to build Disneyland) is also officially opened on this day to dock the new ship. A dedication ceremony takes place with Fowler and Walt Disney himself in attendanceThe Disneyland attraction Alice in Wonderland debuts in Fantasyland. Actress, Kathryn Beaumont, voice of Alice in the 1951 animated movie, provides the voice for the dark ride. It follows the path of the movie, as the riders (as Alice) follow the White Rabbit down the Rabbit Hole into Wonderland. Disneyland's first "Alice" attraction - Mad Tea Party (a spinning tea cup ride), has been operating since the park's debut in July 19551959:Three major attractions are christened at Disneyland on this day:The first urban monorail system in the U.S., the Disneyland-Alweg Monorail System, begins operation in California's Disneyland. The two Mark I trains run on a .8 mile track around Tomorrowland. Walt Disney and U.S. Vice president Nixon and their families are on hand for the dedication of the "Highway in the Sky." (In June 1961, the Monorail will become a true transportation link instead of just a sightseeing ride. With an extended 2 1/2 mile track, Disneyland Hotel guests will be able to board the Monorail at the hotel and begin their park visit in Tomorrowland.)Also on this day at Disneyland, the Matterhorn Mountain with its Matterhorn Bobsleds, opens. Modeled after the Matterhorn, a real mountain in the Swiss Alps, it is the first roller coaster to use cylindrical rails and urethane wheels (which will become standard in the roller coaster industry). At 147 feet tall, the Matterhorn contains 500 tons of structural steel. The ride consists of two separate tracks that run somewhat parallel to each other for much of the ride, intertwining and eventually deviating from each other at the loading areas.The Submarine Voyage ride is officially dedicated on this day as well in Tomorrowland (although it has has been open since June 6). The attraction has cost about $2.5 million to create. The Nautilus and 7 sister submarines - the Triton, Sea Wolf, Skate, Skipjack, George Washington, Patrick Henry, and Ethan Allen allow 38 Disneyland guests at a time to take their own voyage to the North Pole. For the dedication of the new Submarine Voyage attraction the opening ceremonies feature eight live mermaids performing a synchronized swimming ballet in the lagoon.Mrs. Mildred Nelson, wife of the chief machinist on the the first nuclear-powered submarine, USS Nautilus,helps Walt Disney christen the sub D-301, appropriately named Nautilus. Also taking place at 1:30 is a special dedication parade specifically designedfor this day's festivities. The parade and all the day's events are filmed for an ABC television special to be titled Kodak Presents Disneyland ’59.1967:The Club 33 restaurant (for members-only) opens at 33 Royal Street, in New Orleans Square at Disneyland. It is comprised of two dining rooms and several adjoining areas, all of which hold a wide array of magnificent antiques and original works of art. A secret feature of the theme park, the entrance of the private club is located next to the Blue Bayou Restaurant at "33 Royal Street" with the entrance recognizable by an ornate address plate with the number 33 engraved on it.1971:The All American College Band performs for the very first time at Disneyland. The All-American College Band, made up of musicians from colleges all across the United States, will perform for 11 weeks throughout the summer (and become a yearly tradition).1972:The Main Street Electric Parade kicks off at Disneyland for the very first time. The floats include the Blue Fairy, Casey Junior Circus Train, Alice In Wonderland, Chinese Dragon, Dumbo’s Circus, Cinderella’s Ball, "it’s a small world", and the American Finale.1974:Disney World’s "Hoop-Dee-Doo Musical Revue" dinner show debuts in Pioneer Hall at Disney’s Fort Wilderness Resort and Campground. Created as a college workshop summer production only, guest response will be so positive that Walt Disney World entertainment will continue the show with a permanent professional cast at the end of the 1974 summer! 1975:Great Moments with Mr. Lincoln returns to Disneyland after being replaced in 1973 with The Walt Disney Story.1983:The Disneyland parade Flights of Fantasy, which celebrates the opening of the New Fantasyland, debuts.1999:Disney's animated feature Tarzan premieres in the U.S. at the El Capitan Theater in HollywoodThe computer controlled sign that welcomes guests to the main entrance of Disneyland's parking lot is removed. Its site will be absorbed into the new California Adventure area. (This is only the second sign to greet guests as they entered Disneyland in the park's 44 year history. The original marquee, erected in 1958, had letters that had to be changed by hand!) Disney's 37th animated feature Tarzan is generally released in the U.S.2010:Toy Story 3 has its worldwide premiere at Taormina Film Fest in Italy. (It will premiere in the U.S. the following day.)2012:An expanded and spruced-up Carnation Café debuts on Main Street, U.S.A., in Disneyland park.A 4.1 earthquake in Yorba Linda that shake parts of Southern California on this evening adds a little extra unexpected excitement to the star-studded red carpet opening of the new Cars Land at the Disneyland Resort.Disneyland Resort caps off its $1 billion renovation of Disney California Adventure with the public opening of Cars Land and the new Buena Vista Street. Based on the Disney-Pixar movie Cars, Cars Land is the largest piece of a five-year expansion at Disney California Adventure Park, adding 12 acres of new attractions to the theme park. It is a recreation of the fictional town of Radiator Springs, featuring Luigi's Flying Tires, which flies riders over what looks like a giant air hockey table; Mater's Junkyard Jamboree, which swings riders in trailers in a "tow-si-do" square dance; and Radiator Springs Racers, which takes riders through a race through a mountain range.2016:Finding Dory, a 3D computer-animated comedy adventure film produced by Pixar Animation Studios and released by Walt Disney Pictures, hits U.S. theaters. The revamped Soarin’ flight simulator rides at Disney California Adventure and Epcot open to guests. Now called Soarin' Around the World, new scenes include a flight over Switzerland’s Matterhorn, the Arctic Ocean with a leaping whale, the Sydney Opera House in Australia, Germany’s Neuschwanstein castle, a herd of African elephants, the Great Wall of China, Egyptian pyramids, India’s Taj Mahal, hot air balloons in Monument Valley on the Arizona-Utah border, outrigger boats off Fiji, the Iguazu waterfalls on the Argentina-Brazil border and France’s Eiffel Tower. A new soundtrack performed by the London Studio Orchestra is based on Jerry Goldsmith's original Soarin’ score. Patrick Warburton (best known as Elaine’s on-again, off-again boyfriend Puddy on "Seinfeld") returns as chief flight attendant and host.2018:Incredibles 2, a computer-animated superhero film produced by Pixar Animation Studios and distributed by Walt Disney Pictures, is released to theaters in the U.S.Topic 2 - News ReopeningDatesAPExpiration stays the same or extendRecharge for paymentNew expirationTicketsHotels updateJosh D’AMaro Announcement:Topic 3 - MerchNew Disney Rainbow Collection Mickey Loungefly Backpack and Dog Tee Parades into shopDisney for Pride MonthNew Rainbow Mickey Collection Drops on shopDisney In Honor of Pride MonthNew Pirates of the Caribbean Loungefly Mini Backpack Sails Into shopDisneyTopic 4 - Hidden MickeyTopic 5 - FoodCooking up the magic: The chefs at Lamplight Lounge in Disney California Adventure park have put a fun spin on a lunchtime classic with these PB and J Rolls.Topic 6 - Events/EntertainmentArtemis Fowl is now streaming on Disney+MAIN - Disney's Black CultureDisney+Splash Mountain rethemingThe Walt Disney Company has pledged $5 million to support nonprofit organizations that advance social justice, beginning with a $2 million donation to the NAACP to further their longstanding work promoting social justice by eliminating disparities and racial discrimination through their advocacy and education programs.“The killing of George Floyd has forced our nation to once again confront the long history of injustice that black people in America have suffered, and it is critical that we stand together, speak out and do everything in our power to ensure that acts of racism and violence are never tolerated,” said Bob Chapek, Chief Executive Officer, The Walt Disney Company. “This $5 million pledge will continue to support the efforts of nonprofit organizations such as the NAACP that have worked tirelessly to ensure equality and justice.”In addition, through the Disney Employee Matching Gifts program, employees are able to increase their impact in their communities by donating to eligible organizations, with the Company matching those gifts.Disney’s “Real Change” In Wake Of George Floyd Killing ProtestsBelow is a link to a statement we sent to our fellow @Disney employees. It's from Bob Chapek, our CEO, Latondra Newton, our Chief Diversity Officer, and me.Floyd Norman, an Animated LifePrime moviesSoulhttps://movies.disney.com/soul? See acast.com/privacy for privacy and opt-out information.

Lieutenant Commander Bradley Boyd steps into character to tell us the Story of the USS Nautilus, the very first ever Nuclear Powered, well... anything. This was a stretch but the idea to hear the story of a vessel was something i could not just pass up, Commander Boyd did an excellent job and you can hear in his voice the pride he takes in both his service and history of service of the Nautilus and her crews.  Below Information from the Submarine Force Museum Web Site RE: USS Nautilus & LTC Boyd: On January 21, 1954, Nautilus was christened and launched into the Thames River. On January 17, 1955, the message “Underway On Nuclear Power” was sent and changed the Navy forever. The world’s first nuclear powered submarine, Nautilus will forever stand as a testament to innovation and the incredible advancements in technology made after WWII. It is well known that besides being the first nuclear powered submarine, Nautilus was also the first vessel to pass under the North Pole, making history with the message “Nautilus 90 North” Her achievements have forever been immortalized at the Submarine Force Museum. The museum preserve submarine heritage. It is the only place in the world where someone can gain a first-hand look at this historic landmark. Nautilus was designated a National Historic Landmark by the Secretary of the Interior on May 20, 1982.  On April 11 1986, eighty-six years to the day after the birth of the Submarine Force, Historic Ship Nautilus was opened to the public.  LCDR Reginald Preston came to the Nautilus in April 2016, following in the footsteps of the directors before him who took on the task of maintaining the legacy of one of the most important submarines in the US Navy. Originally, from Lyman, Nebraska, LCDR Preston received his commission through the Naval reserve Officer Training Corps in 2003. Following the completion of nuclear power training, he reported to USS Helena in San Diego, California. Qualifying in Submarines on Helena, he served as the Chemical and Radiological Controls Assistant, Assistant Operation Officer, and interim Engineer Officer. In 2010, he reported to the USS Chicago where served as Engineer Officer.  While on the Chicago, he would help transform her back into a warship ‘certified for tasking’ in the Seventh Fleet area of responsibility after a homeport shift to Guam. He would go on to serve as both the Operations Officer at Submarine Group Two and the Chief of Staff for the enlisted Women in Submarines task Force. His personal awards include the Meritorious Service Medal, Navy Commendation Medal, and navy Achievement medal. During his time at Historic Ship Nautilus, LCDR Preston has only maintained the excellent recorded of OIC’s at the museum. His work at the museum only furthered the museums mission to be a highly regarded museum and a must stop for those traveling in the area. LCDR Preston also “led a team of experts in rewriting the technical requirements for nautilus which previously necessitated the ship to be maintained at a level nearly commensurate with operational submarines. Preston’s revised requirements not only allowed for cost-wise upkeep and maintenance at a level that preserves Nautilus for futures generations, but did so with the expectation the ship would continue to host more than 150,000 visitors annually.” He was also “instrumental in laying the groundwork to establish a future water taxi dock at the museum. As one of almost 20 Historic and cultural sites on the banks of the Thames River, the Submarine Force Museum is one of four anchor sites in the Thames River Heritage Park.”[1] His next tour will be as the Director of Submarine On-Board Training at naval Submarine Base New London. While the crew and staff will miss him, they wish him well in his next placement and look to the future with LCDR Bradley Boyd.  

In 1958 the nuclear submarine USS Nautilus travelled under the North Pole. Julian Bedford spoke to retired vice Admiral Kenneth Carr in 2012 about the mission spurred by the Cold War battle for technological supremacy. Photo: The USS Nautilus arriving in the UK. Copyright: BBC

USS Nautilus and USS Argonaut invaded Makin Island. USS Constitution captured HMS Guerriere. Ensign Charles H Hammann rescued Ensign George H. Ludlow and was awarded the Medal of Honor.

Establishment of the Office of Naval Research, USS Nautilus is the first submarine to reach the North Pole, Admiral David G. Farragut and the battle of Mobile Bay

http://oldtimeradiodvd.com Action Eighty Project Sailfish 3-26-52  Public Domain Science Fiction Adventure on the High Seas! Nuclear powered submarines are an important component of our Navy today, but when Action 80 aired, atomic power was still the stuff of fantasy (the keel of USS Nautilus, the world’s first nuclear sub, was laid in 1952, and would not launch until 1954). Even though the wonderful ship is hidden on a secret island base, there are still enemy spies who will kill to discover her secrets. Public Domain

INTRO DUSTING OFF THE DEGREE - Religion and Diversity THIS DAY IN HISTORY - January 21 * 1738 – Ethan Allen born - Maker of unfinished, kinda shitty furniture and American general was born * 1954 – The first nuclear-powered submarine, the USS Nautilus, is launched in Groton, Connecticut by Mamie Eisenhower, the First Lady of the United States. * 1977 – United States President Jimmy Carter pardons nearly all American Vietnam War draft dodgers SCIENCE AND TECHNOLOGY - Cascadia * Water Column Drop? * Slow Earthquake * NOAA Buoy POLITICS AND RELIGION * Pakistan withdraws bill to raise marriage age * Pakistani boy chops off own hand * Canadian mom fights school prayers * First militant arrested in Burns * Oak Ridge, Tennessee council members boycott secular invocation FEEDBACK @jccford via Twitter Email us at contact@atheistnomads.com or call us at (541) 203-0666. This episode is brought to you by: Nuclear Sponsor - US$20.00 - US$35.00 per month * Russ from the Kitsap Atheists & Agnostics * Travis Megee * Frank * Darryl Goossen Platinum Sponsor - US$8.00 - US$19.00 per month * Virginia Dawn * Paul Burkey * BT Motley * George * Hugh Mann * Robert Ray from the Humanists of the North Puget Sound Gold Sponsor - US$4.00 - US$7.00 per month * Mark * Gary from Idaho Atheists * The Flying Skeptic * Renee Davis-Pelt * Alex * Mike Price * Mark * LaTonya * Duncan * Jaded Zappa * Henry * Will Bronze Sponsor - < US$4.00 per month * Mark * Peter * Heather * Shawn * Archway Hosting provides full featured web hosting for a fraction of the cost of traditional shared hosting. You get all the benefits of shared hosting, without the sticker shock or extra fees. Check them out at archwayhosting.com. You can find us online at www.atheistnomads.com, follow us on Twitter @AtheistNomads, like us on Facebook, email us at contact@atheistnomads.com, and leave us a voice mail message at (541) 203-0666. Theme music is provided by Sturdy Fred.

INTRO DUSTING OFF THE DEGREE - Religion and Diversity THIS DAY IN HISTORY - January 21 * 1738 – Ethan Allen born - Maker of unfinished, kinda shitty furniture and American general was born * 1954 – The first nuclear-powered submarine, the USS Nautilus, is launched in Groton, Connecticut by Mamie Eisenhower, the First Lady of the United States. * 1977 – United States President Jimmy Carter pardons nearly all American Vietnam War draft dodgers SCIENCE AND TECHNOLOGY - Cascadia * Water Column Drop? * Slow Earthquake * NOAA Buoy POLITICS AND RELIGION * Pakistan withdraws bill to raise marriage age * Pakistani boy chops off own hand * Canadian mom fights school prayers * First militant arrested in Burns * Oak Ridge, Tennessee council members boycott secular invocation FEEDBACK @jccford via Twitter Email us at contact@atheistnomads.com or call us at (541) 203-0666. This episode is brought to you by: Nuclear Sponsor - US$20.00 - US$35.00 per month * Russ from the Kitsap Atheists & Agnostics * Travis Megee * Frank * Darryl Goossen Platinum Sponsor - US$8.00 - US$19.00 per month * Virginia Dawn * Paul Burkey * BT Motley * George * Hugh Mann * Robert Ray from the Humanists of the North Puget Sound Gold Sponsor - US$4.00 - US$7.00 per month * Mark * Gary from Idaho Atheists * The Flying Skeptic * Renee Davis-Pelt * Alex * Mike Price * Mark * LaTonya * Duncan * Jaded Zappa * Henry * Will Bronze Sponsor - < US$4.00 per month * Mark * Peter * Heather * Shawn * Archway Hosting provides full featured web hosting for a fraction of the cost of traditional shared hosting. You get all the benefits of shared hosting, without the sticker shock or extra fees. Check them out at archwayhosting.com. You can find us online at www.atheistnomads.com, follow us on Twitter @AtheistNomads, like us on Facebook, email us at contact@atheistnomads.com, and leave us a voice mail message at (541) 203-0666. Theme music is provided by Sturdy Fred.

The world's first ever nuclear-powered submarine was launched. The USS Nautilus was regarded as the first 'true' submarine as it could submerge for months. It soon shattered all underwater speed and distance records and played a crucial role in the cold war. We hear from one of the original crewmembers. PHOTO: Courtesy of the US Navy

In 1958, the nuclear submarine USS Nautilus travelled under the Arctic icecap to the North Pole. Admiral Ken Carr remembers a mission spurred by the Cold War battle for technological supremacy. (Image: the USS Nautilus)