There were 79,251 active concealed-handgun permits in the state through April, according to the Nebraska State Patrol. In addition, the patrol has processed 3,869 initial permits and 2,779 renewals through the first quarter of 2021.

Linda Holmstedt of North Platte is among that group. She has been a gun owner for two decades and got a concealed-carry permit for a sense of protection.

While she went through the initial classes to obtain the permit, she has kept up with training and safety.

She is one of Windhams students and was out at a range on Larry Goldens property recently.

When I first got (a gun) I was single, living by myself and didnt have a big enough dog to be serious (protection), said Holmstedt, who had a purple .22 target pistol with her. I just believe in the right to be a gun owner and to protect my property and own life.

Windham has taught classes for multiple individuals as well as one-on-one work with a single person or couple.

Ive had a husband-and-wife team come out here and a guy who just wanted a quick tuneup, Windham said. He had shot in the past so I spent about an hour with him. I just think everybody should get some type of training.

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Since start of pandemic, handgun sales have boomed in North Platte and nationwide - North Platte Telegraph

The report, titled Global Product-based Sales Training Market defines and briefs readers about its products, applications, and specifications. The research lists key companies operating in the global market and also highlights the key changing trends adopted by the companies to maintain their dominance. By using SWOT analysis and Porters five force analysis tools, the strengths, weaknesses, opportunities, and threats of key companies are all mentioned in the report. All leading players in this global market are profiled with details such as product types, business overview, sales, manufacturing base, competitors, applications, and specifications.

The global Product-based Sales Training market is expected to expand at a CAGR of +12% over the forecast period 2020-2026.

Top Key Vendors in Market:

Allen Communication Learning Services, ASLAN Training & Development LLC, Brainshark Inc., Corporate Visions Inc., DoubleDigit Sales Inc., GP Strategies Corp., Korn Ferry, RAIN Group, Sandler Systems Inc., and The Brooks Group

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The Product-based Sales Training market comprises in-depth assessment of this sector. This statistical report also provides a detailed study of the demand and supply chain in the global sector. The competitive landscape has been elaborated by describing the various aspects of the leading industries such as shares, profit margin, and competition at the domestic and global level.

Different global regions such as North America, Latin America, Asia-Pacific, Europe, and India have been analyzed on the basis of the manufacturing base, productivity, and profit margin. This Product-based Sales Training market research report has been scrutinized on the basis of different practical oriented case studies from various industry experts and policymakers. It uses numerous graphical presentation techniques such as tables, charts, graphs, pictures and flowchart for easy and better understanding to the readers.

Different internal and external factors such as, Product-based Sales Training Market have been elaborated which are responsible for driving or restraining the progress of the companies. To discover the global opportunities different methodologies have been included to increase customers rapidly.

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Table of Content:

Global Product-based Sales Training Market Research Report 2020-2026

Chapter 1: Industry Overview

Chapter 2: Product-based Sales Training Market International and China Market Analysis

Chapter 3: Environment Analysis of Product-based Sales Training.

Chapter 4: Analysis of Revenue by Classifications

Chapter 5: Analysis of Revenue by Regions and Applications

Chapter 6: Analysis of Product-based Sales Training Market Revenue Market Status.

Chapter 7: Analysis of Product-based Sales Training Industry Key Manufacturers

Chapter 8: Sales Price and Gross Margin Analysis

Chapter 9: Marketing Trader or Distributor Analysis of Product-based Sales Training.

Chapter 10: Development Trend of Product-based Sales Training Market 2020-2026.

Chapter 11: Industry Chain Suppliers of Product-based Sales Training with Contact Information.

Chapter 12: New Project Investment Feasibility Analysis of Market.

Chapter 13: Conclusion of the Product-based Sales Training Market Industry 2024 Market Research Report.

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Explore why Product-based Sales Training Market is thriving worldwide with Top Key Players like Allen Communication Learning Services, ASLAN Training...

Cognitive Assessment andamp; Training Market 2021 analysis with forecast interval 2021 to 2028 appease with detailed analysis of market growth aspects, analysis, analysis of subjects, Cognitive Assessment andamp; Training business provide, and equal landscape analysis of important engaging gamers. It provides both Cognitive Assessment andamp; Training market qualitative and qualitative data with proper amounts exhibited in the sort of Cognitive Assessment andamp; Training pie charts, tables, data and bar graphs. Additionally, it provides various Cognitive Assessment andamp; Training market inspection programs, present, and prospective business trends. Additionally, it clarifies a brief Cognitive Assessment andamp; Training advice of situations appearing players will surface with the Cognitive Assessment andamp; Training opportunities and encouraging conditions that will uphold their location at the business enterprise. Additional the Cognitive Assessment andamp; Training company report entails different market efficiencies, measures, and inceptions. It conducts a momentous test of ago, business scope, studies the present situation to analyze impending strategies and prognosis.

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Lots of the crucial and significant players of the Cognitive Assessment andamp; Training market:

CogniFit Ltd ImPACT Applications Pearson Education, Inc Cambridge Cognition Ltd Quest Diagnostics Incorporated Cogstate Limited Bracket Emotiv Lumos Labs Brain Resource Ltd ProPhase, LLC MedAvante, Inc NeuroCog Trials (NCT) ERT Clinical CRF Health The Predictive Index Revelian Pty Ltd Savonix, Inc Mindmill (HR) Software AnthroTronix, Incn\n

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Cognitive Assessment andamp; Training market Merchandise types:

Solutions Servicesn\n

Cognitive Assessment andamp; Training company Programs Overview:

Healthcare Education Othern\n

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Global Cognitive Assessment andamp; Training Market Sales Research, Key Players, Industry Overview, Supply And Consumption Demand Analysis By 2028 |...

A user-friendly business management system aimed at helping ambitious companies to reach the next level of success is being launched.

Kompass BMS will target service-based companies with 20 to 250 employees who require software at an accessible price to manage their projects and staff while growing their business.

The innovative system has been in development for more than 15 years and has underpinned the impressive growth of one of Europes leading geospatial survey companies, Murphy Geospatial.

The team behind the web-based system says it will seamlessly integrate a companys sales, operations, finance, and HR functions whilst providing game-changing business insights that will save time and money as well as improve communications.

Its features are ideal for companies dealing with remote working as it allows managers and their teams to work in real-time; keeping track of projects, people and performance, enabling them to act quickly in changing requirements. The team says that it would be an ideal tool for geospatial firms and other crew-based service companies.

Having worked on thousands of projects since it began as a small family-run business in the 1980s, Murphy Geospatial realised that it needed a focused management tool to keep track of its work as it grew over the years.

The company decided to develop its own system, Kompass, having researched many larger enterprise resource management systems which it says can require weeks of training to use. Kompass has now been spun out from Murphy Geospatial as a separate entity in its own right and a standalone website has been launched to offer the service to a wider market.

We understand the pain and challenges that growing a business can bring, with people struggling to divide their time, leaving them feeling overworked and unable to keep on top of things. We have been in that situation ourselves as senior managers and business owners, said Kompass BMS managing director Kai Duebbert.

As a fast-growing business in a highly competitive market, Murphy Geospatial struggled with delegating tasks and obtaining the right information at the right time, to make important and shareable scheduling, resourcing, and other strategic business decisions.

We were tripping over each other with ineffective and inconsistent data in spreadsheets and we were unsure about what work was coming from our sales and quotes pipeline, said Niall Murphy, managing director of Murphy Geospatial.

That meant we were struggling with reacting quickly to our clients ever-changing requirements, resulting in long hours, stress, lower than ideal productivity, and unhappy staff and customers.

Many companies are on the same journey that we were on in the beginning. We spent a long time trying, unsuccessfully, to find a business management system that could work for us until we finally decided to design our own.

The system expertly fills a gap in the market for other companies. Already, several early adopters in Ireland and the US have started to use it over the last year.

Its crucial that when a project goes live, your team knows what they are meant to do and where they need to be, added Niall. The sales team needs to know the availability thats there, and management needs to know what pipeline is in place so that resources can be planned accordingly. Kompass can help do all that with the addition of being intuitive and easy to use.

Kompass hopes to attract interest from service-based firms in the geospatial and other sectors in the US, Canada, Ireland, and the UK who have between 20 and 250 employees and who do not yet have an integrated system but are looking to expand.

As well as a dashboard view with key up-to-date business metrics and insights, scheduled updates, and client contacts, the modules include a sales section, HR information, and an important project management functionality.

Being web-based and cloud-based, it does not require special software and can be accessed via a mobile phone, tablet, or PC from anywhere with an internet connection.

As well as being able to create quotes and tasks and assign them to staff, Kompass is built on a GIS platform that records the project coordinates and the history of each job, helping to see what other projects were completed in an area to gain a competitive advantage.

We built it from a business owners point of view. Now, when were demonstrating our system to new customers, they can really see how it will help them. It gives them some light at the end of the tunnel, said Kai.

To find out more about Kompass BMS and to book a demonstration, visit the website at https://www.kompassbms.com

About Kompass BMSDeveloped and used for more than 15 years, Kompass is a business management system built by business owners for business owners. The system is focused on giving service-based firms with 20 to 250 employees exactly the tools they need to manage their business processes, in a fully integrated way, from enquiry to the final invoice. Kompass has its main office in Dublin, Ireland, and is targeting various countries and sectors, particularly geospatial companies.

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New Software System Aims to Take the Stress Out of Business Growth - Amerisurv

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Everybody has a different way to get the most out of their day, whether its exercise, meditation or pizza. The benefits of improving productivity are clear: Getting more done in less time means efficiency and more time to do the things we enjoy. So what are the key ways to improve productivity? There are many ways to be better and faster at what we do, you just need to find what works specifically for you.

Right now, The 2021 Productivity Master Class Bundle is on sale for $51.69, including tuition on a range of subjects that can improve your productivity. The bundle also features a one-year subscription to StackSkills Unlimited, which features courses on topics as wide-ranging as business, technology, creativity, marketing and more.

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Find a more productive you with this $52 master class bundle - NEWS.com.au

By Scott Dust 5 minute Read

For decades scholars have debated the relative importance of cognitive intelligence (IQ) versus emotional intelligence (EQ) to workplace performance. Research shows both are helpful. However, in the era of COVID-19, my bet is on emotional intelligence playing a much stronger role.

Emotional intelligence is the ability to identify and regulate emotions in ways that help us think more clearly and work with others more effectively. Such an ability is a superpower for managing uncertainty and ambiguitysomething everyone is experiencing these days.

For example, many employees are being asked to come back to the office. This is causing employees to adjust their routines and deal with vague and constantly changing COVID-19 policies. Some are adjusting to a completely remote work environment. Others are still trying to figure out what exactly a hybrid work environment entails. Worse yet, some are unemployed and fighting through Zoom-only interviews. These experiences are emotionally demanding and necessitate conversations with others that require tact and empathy.

In research with my colleagues at Miami University, weve found that emotional intelligence might be particularly well-suited for dealing with work-related challenges. In our 2018 study published in the Journal of Organizational Behavior, we asked 157 undergraduates to complete a well-validated, ability-based emotional intelligence assessment. We then contacted them in a follow-up survey more than 10 years later, when these same individuals were adults with full-time jobs.

From our research, we found that the higher employees were in emotional intelligence, the more likely they would overcome one of the biggest challenges of their work-lifeemployment gapsbreaks in employment that are either involuntary (like a termination) or voluntary (like a gap used to care for family).

Specifically, we found that employees higher in emotional intelligence were not only more likely to get back on their feet, but also to find jobs that aligned with their skills, within organizations that aligned with their values. This is important, because person-job fit and person-organization fit relate to a host of beneficial outcomes, such as job satisfaction and employee performance.

Prior work has focused on why emotional intelligence improves performance in the moment. This is too narrow. Work success is a marathon, not a sprint. Your cognitive intelligence might help you solve a problem quickly and efficiently at any one point in time. Emotional intelligence, however, is a long-term game. Success is more likely when one properly manages moment-to-moment emotions and interactions with others over a long period of time, which eventually facilitates future success.

To help illustrate this point, consider another study published by my colleague, Dr. Joseph Rode, and his team, in the Journal of Vocational Behavior. The study investigated whether emotional intelligence was related to long-term salary; a popular indicator of objective career success. In this study 126 undergraduates completed an emotional intelligence assessment, and were then surveyed more than 10 years later. As expected, emotional intelligence was strongly associated with higher salaries, even after controlling for cognitive intelligence factors like IQ and grade point average.

Even more interesting is why this seemed to happen. Individuals higher in emotional intelligence had higher salaries because they had at least one mentorsomeone who holds a senior position (and not necessarily their manager) that takes an active interest in developing the individuals career. This signals that the reason emotional intelligence is important for success is that it helps people navigate work by seeking out the support of others, something that is emotional and psychosocial in nature.

In work environments where volatility and change are ever-present, performance becomes more of a long-term endeavor. Its about staying afloat and keeping the long-term goal in mind by artfully taking up resources. This suggests that during the era of COVID-19 employees should be considering several emotionally intelligent approaches to work. Along those lines, outlined below are some of the key elements of emotional intelligence and descriptions of how they relate to the current work environment.

Self-awareness entails recognizing your emotions and how they are connected to your thoughts and behaviors. This might be especially important with dealing with burnout, which is at an all-time high. You cant operate at your full capacity if youre not realistic about the degree to which you are emotionally exhausted.

Additionally, as organizations begin implementing new policies on working in the office, from home, or some combination of the two, its important that you are aware of how this affects you. You are responsible for maximizing your work while maintaining your sanity given your unique needs, tendencies, and preferences.

Further, other awareness is important. Other awareness entails recognizing the emotions of others. This manifests as being more empathetic, such that you recognize the needs of others. It can also manifest as being attuned to the sociocultural dynamics of situations.

Were in a phase of work where work-home balance has taken a back-seat to work-home integration. Give others the benefit of the doubt about their energy and availability; be empathetic and work hard at having transparent and authentic interactions. Additionally, tread lightly on conversations about COVID-19, as not everyone will agree on the best way forward. Opinions vary widely on several issues, such as when and whether its safe to return to the office and whether or not to get vaccinated.

Self-regulation entails being able to manage your emotions in ways that are healthy and situation-appropriate. You are able to separate stimulus from response such that you can choose to respond to stimuli in ways that are most appropriate.

Keep in mind that everyone handles change differently. If you are lower in tolerance for ambiguity, for example, learn how to self-regulate and manage your emotions so that they dont cloud your judgment. Relatedly, if there are return-to-work- policies that you disagree with, its important to control emotionally charged reactions that might result in decisions you later regret.

Relationship management entails knowing how to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.

When work gets challenging, we tend to become more self-interested as opposed to collective-minded. Keep in mind that team success tends to trickle down to individual success. And, your colleagues are your primary source of coping resourceswhether it be for social support or through collaborative problem-solving.

Work is not a never-ending series of Rubiks Cubes that need to be solved. If it were, cognitive intelligence alone would be fine. Instead, todays work environment is more like being stuck inside an escape room experience with your teammates, but with vague instructions and blindfolds. Cognitive intelligence cant hurtbut if the chaos of the past year continues, emotional intelligence will become increasingly paramount to success.

Scott Dust, PhD, is a management professor at the Farmer School of Business, Miami University, and the chief research officer at Cloverleaf, an HR-tech platform that helps organizations create amazing teams.

Excerpt from:
EQ and returning to work - Fast Company

illustration-of-spiral-arrangement-in-nature-golden-ratio-concept-stockpack-adobe-stock.jpg

Consciousness, as a concept, is so easy to experience and so hard to define. Or explain. The most popular current theory of consciousness is Integrated Information Theory (IIT), pioneered by neuroscientist Giulio Tononi and championed by Allen Institute neuroscientist Christof Koch. For the purpose of discussing IIT, science writer Mike Hogan works with this definition:

Consciousness for purposes of this theory is defined as self-awareness or the Central-Identity; the inner-voice that allows your brain to talk to itself, an awareness that you exist, the rationalization of your own relevance to that existence, and an awareness of the cause and effect of your actions in regard to yourself and your environment.

But now, how does IIT account for consciousness? On that view, it arises from the mathematics of our universe:

Integrated Information Theory is based on mathematical concepts such as the Golden Ratio (or the irrational number Phi ), which because of its prevalence in the geometry of the natural world, from the formation of flower petals and galaxies to hurricanes, is sometimes called the divine proportion; in its most basic explanation, the Golden Ratio, is derived from a sequence of numbers that follows a pattern where each successive number is a sum of the two numbers preceding it

Seen this way, Hogan suggests that consciousness emerges from the activity of the brain as a whole the way a nation state emerges from a variety of cultural components.

Similarly, as J. Scott Turner points out in Purpose and Desire: What Makes Something Alive and Why Modern Darwinism Has Failed to Explain It, a hive mind emerges in a termite colony from the collective behavior of the termites. It is not in any one termites brain nor in a special place in all of them. A hive mind can only be understood as an emerging process.

In other words, the basic idea is that the whole is greater than the sum of its parts.

In recent years, IIT, first proposed by Tononi in 2004, has been pitted against another leading theory, Global Workspace Theory (GWT) defended by Stanislas Dehaene of the Collge de France in Paris According to GWT, the theory of Bernard Joseph Baars that suggests that consciousness involves the global distribution of focal information to many parts of the brain. Pam N., Global Workspace Theory, Psychology Dictionary.

Whats quite interesting about IIT is its panpsychist character. Its champion Koch is explicit about that:

But who else, besides myself, has experiences? Because you are so similar to me, I abduce that you do. The same logic applies to other people. Apart from the occasional solitary solipsist this is uncontroversial. But how widespread is consciousness in the cosmos at large? How far consciousness extends its dominion within the tree of life becomes more difficult to abduce as species become more alien to us.

One line of argument takes the principles of integrated information theory (IIT) to their logical conclusion. Some level of experience can be found in all organisms, it says, including perhaps in Paramecium and other single-cell life forms. Indeed, according to IIT, which aims to precisely define both the quality and the quantity of any one conscious experience, experience may not even be restricted to biological entities but might extend to non-evolved physical systems previously assumed to be mindless a pleasing and parsimonious conclusion about the makeup of the universe.

As we noted last month, thats MIT Reader in which Koch is expounding these views, not Levitation News and Views.

IIT may be part of a trend in science in which emergence and panpsychist theories are slowly replacing materialist and physicalist ones. On that view, the growing comfort with panpsychism in various venues is because materialism according to which the whole is merely the sum of the parts is increasingly doubted as an accurate description of the world we live in. Analytical philosopher Galen Strawson slowly moved from physicalism to panpsychism because it made more sense to hold that our consciousness is built up from that of electrons than that consciousness doesnt really exist.

Time will tell how significant the trend toward acceptance of panpsychism as a defensible science position is and what specific changes it introduces. But the fact that emergence and panpsychism are being mainstreamed is worth keeping an eye on.

You may also wish to read:

Why would a neuroscientist choose panpsychism over materialism? It seems to have come down to a choice between nothing is conscious and everything is conscious Materialism becomes incoherent when it requires us to believe that we only imagine we are conscious thats a basic error in logic.

Why some think emergence is replacing materialism in science. Materialism, in the form of reductionism, posits a world without novelty but that is not the world we live in. Philosophers and scientists who champion emergence over reductionism argue that the whole is more than the sum of its parts.

and

Quest for consciousness: A historic contest is announced. The two theories to be tested pit information processing against causal power as a model of consciousness. One side must admit it is wrong.

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Quick Facts on IIT (the Leading Theory of Consciousness) - Walter Bradley Center for Natural and Artificial Intelligence

A Texas Republican was mocked for admitting that people think he is the dumbest guy in Congress, after a speech also ridiculed for its stupidity.

On Thursday, Louie Gohmert stood in front of Congress and rambled on about college admission tests (SATs), Black Lives Matter campaigners destroying western-style families, and Democrat senator Bernie Sanders sending American billionaires to gulags.

We were doing better on our SATs until president Carter created a department of education, Rep Gohmert told the House, [and] when I took it I did very well, it got me into the honours program at [Texas] A&M.

Im sure that shocks people that think Im the dumbest guy in Congress.

Rep Gohmerts complaints about the department of education were afterwards ridiculed, because SATs scores, in fact, begun to fall before its creation in 1979.

According to statistics from PrepScholar, average American scores for maths and critical writing fell from 521 and 505 in 1974, to 512 and 498 in 1975 four years before Jimmy Carter, a Democrat, founded a department of education.

Joy Reid, a correspondent and TV anchor for MSNBC, wrote: Submitted without comment....

He's lying about the time frame of SAT scores falling so he's probably lying about his scores also, another critic wrote on Twitter, SAT scores started falling in the sixties at about the same time Gohmert was taking his.

Any grown ass middle aged man who still feels compelled to brag about his SAT score is indeed the dumbest man in Congress, added another.

If Louie Gohmert has the self-awareness to know that people say he's the dumbest guy in Congress, a Twitter critic wrote, does that make him no longer the dumbest guy? Or just the most aware dumbest guy?

Also on Thursday, the Texas Republican told Congress: I read last year that one of the basic goals of Black Lives Matter was to destroy western style families.

In fact, it removed a section of its website about "disrupt[ing] the Western-prescribed nuclear family structure., and according to PolitiFact, did not call for the destruction of western style families, but a move away from relying on it.

Rep Gohmert also accused the Democratic party and senator Sanders who has called for a tax on wealth of taking money from US billionaires to win, and then youll either go to a gulag, or youll be put to death.

The false allegations were also ridiculed, with a Twitter user writing: Louie Gohmert gets crazier every year. I'd say that you can't make this s**t up but he does it every time.

Read the original:
Gohmert admits people think he's 'the dumbest guy in Congress' in speech immediately mocked for its stupidity - The Independent

By Richard Baum, Ph.D., University of California, Los Angeles Failure of the 28 Bolsheviks

The revolutionary mass movement orchestrated by Mao Zedong and Zhu De in the Jiangxi Soviet Republic was a major concern for Chiang Kai-shek. He concentrated on terminating the communist threat rather than dealing with the military threat from the Japanese. By the mid-1930s, he was able to create a serious rift within the Communist leadership.

In 1930, a group of pro-Moscow Communists dubbed the 28 Bolsheviks were sent to take control of the Soviet government from Mao on Joseph Stalins orders. However, Chiang Kai-sheks continuous assaults on Jiangxi Soviet Republic led the Red Army to execute a hastily-planned escape to ensure their survival.

In January 1935, the retreating Red Army forces paused to rest in the town of Zunyi, in eastern Guizhou Province. There the Communist Party held an important leadership conference, in the course of which the pro-Moscow 28 Bolsheviks received a sharp rebuke for having failed to prevent the Red Armys defeat in the fifth annihilation campaign.

Their top leader, Bo Gu, was held responsible for the debacle and was removed from power. With that, the Autumn Harvest veterans assumed control of the party, with Mao Zedong and Zhou Enlai in overall command.

Learn more about rural misery and rebellion, 18421860.

By this time, Mao Zedong began to reveal his darker side, including his overwhelming ambition, manipulativeness, and ruthless nature. Not content to share power with Zhou Enlai, the ambitious Mao moved to undermine Zhous co-equal status through various strategies, including the use of blackmail.

Zhou did not relish a political showdown with Mao, and he volunteered to take a back seat. From that point on, Mao Zedong completely dominated Zhou, manipulating and intimidating him virtually at will, and assumed full control of the Central Committee of the Chinese Communist Party.

Learn more about the hundred days of reform and the boxer uprising.

The escape of the Communists was known as the Long March and included 85,000 soldiers, 15,000 party and government officials, and only 35 women. With Mao now in charge of planning for the Long March, the Communists set as their final destination the city of Yanan in northern Shaanxi Province, some 800 miles to the northwest.

By the time the Red Army reached Yanan at the end of 1935, 13 months after they set out, the Communists had traversed nine provinces and crossed snow-covered peaks, raging rivers, and uninhabitable forests, from Western Guangdong to eastern Tibet.

Of the original 100,000 Long Marchers, only 8,000 reached their destination. The rest, more than nine-tenths of the original Communist force, had either been killed, taken prisoner, or had dropped out along the way. Having finally reached Yanan, out of reach of Chiang Kai-sheks Nationalist armies, Maos forces rested.

At the time the Communists were undertaking their arduous Long March, back in Nanjing, Chiang Kai-shek and his American-educated wife, Soong Mei-ling, were launching a New Life Movement.

Designed to foster a new spiritual awakening for the Chinese people, the movement drew from both Confucian and Christian moral traditions, accompanied by liberal political rhetoric drawn from Sun Yat-sens Three Peoples Principles.

The movement sought to create a new national consciousness based on the traditional Chinese virtues of propriety, justice, integrity, and self-awareness. It also stressed Christian values such as plain living, personal hygiene, cleanliness, and self-discipline.

Chiang once boasted that when properly implemented, the New Life Movement would lead to the social regeneration of China.

However, in reality, many of the precepts of the New Life Movement were essentially a reprise of failed Confucian traditions and were highly reflective of Chiangs own deepening right-wing authoritarian tendencies.

The movement offered no economic reforms to ameliorate the poverty of Chinas long-suffering workers and peasants, and no political framework to allow ordinary Chinese to participate in deliberating the important issues of the day. Indeed, at its core, Chiang Kai-sheks New Life Movement was an attempt to create an orderly, well-disciplined, highly regimented, conformist, and obedient society under patriarchal leadership.

This is a transcript from the video series The Fall and Rise of China. Watch it now, on The Great Courses Plus.

In 1932, in response to a growing Chinese patriotic movement to boycott Japanese goods, a shipload of fully armed Japanese marines came ashore in Shanghai. After a brief exchange of gunfire with Nationalist troops, the Japanese commander ordered an aerial bombardment of the city, followed by a full-scale ground attack on Shanghais defenders.

Three divisions of Japanese soldiers were committed to the battle, which ended in an armistice three months later. However, early in 1933, Japanese forces struck south of their Manchukuo stronghold, attacking Jehol Province, north of Beijing. Then, in the spring of the same year, they occupied a strategic mountain pass at the eastern terminus of the Great Wall at Shanhaiguan, less than 150 miles from Beijing. Soon, they moved into Hebei Province, south of the Great Wall.

Confronted with such audacious acts of Japanese aggression, Chiang Kai-shek temporized, ordering his outmanned troops to stand down and seek a cease-fire, rather than fight with the Japanese. But, anti-Japanese sentiment had been building steadily in China ever since the Japanese seizure of Manchuria, and in December of 1935 thousands of Chinese students demonstrated in several Chinese cities demanding that Chiang cease his vendetta against the Communists and instead create a national united front to resist Japan.

Learn more about the self-strengthening movement, 18601890.

Chiang Kai-shek refused to abandon his plan to wipe out the Communists and ordered an attack on Yanan. His best commanding officer, Zhang Xueliang had no intention of fighting fellow Chinese, Communists or otherwise. Ever since the Japanese militarists had assassinated his father, the Manchurian warlord Zhang Zuolin, the Young Marshal, as he was known, had been waiting to fight Japan.

When Chiang learned of the Young Marshals refusal to attack Yanan, the Generalissimo flew to the city of Xian, 100 miles south of Yanan, to confront him. But Zhang turned the tables on his commander-in-chief, kidnapping him in the middle of the night and holding him hostage.

The Young Marshals demands were simpleChiang Kai-shek must call off his planned attack on the Communists and form a second united front with the Chinese Communist Party, directed against the Japanese.

At first, Chiang stubbornly refused; but when his wife learned of his predicament, she flew to Xian and convinced her husband to agree to the rebels demands. And so, a second Guomindang/Chinese Communist Party, the united front, came into being in December of 1936, a full decade after the first united front had ended abruptly with Chiangs murderous coup in Shanghai.

After Mao Zedong took charge of the planning for the Long March, the final destination was the city of Yanan in northern Shaanxi Province.

The New Life Movement sought to create a new national consciousness based on traditional Chinese virtues of propriety, justice, integrity, and self-awareness.

Zhang Xueliangs demands were simpleChiang Kai-shek must call off his planned attack on the Communists and form a second united front with the Chinese Communist Party, directed against the Japanese.

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Chaos in China: The Turning Point in Modern Chinese History - The Great Courses Daily News

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