I agree. His motivations were not bad such as save China but in that time they did not have a stable government, so it was not good for them all.
When Chiang returned to China in 1911, he participated in a revolution that ended the Qing Manchu dynasty, which then reigned in the country. With that, it transformed China into a republic. However, for many years there was no stable government, as some feudal warlords, who dominated the provinces, fought for power.
After a period of study in the Soviet Union, Chiang returned to China in 1923. Two years later, he replaced Sun at the helm of the Kuomintang (Nationalist Party). At that time the Communists were part of the Nationalist Party, but in 1927 Chiang Kai-shek expelled them from it. Chiang also rose up against the warlords and, in 1928, established a new government. Warlords and Communists, however, continued to oppose him.
When Japan invaded China in 1937, Chiang made a temporary alliance with the communists to fight the invaders. This struggle became part of the larger World War II conflict. After the Japanese surrender in 1945, the Communists turned against Chiang again. In 1949 they defeated him and founded the People's Republic of China. Chiang Kai-shek transferred his nationalist government to the island of Taiwan, where he died on April 5, 1975.
Generally speaking, in <span>the 1890s, U.S. farmers joined city workers to support the "populist party," since this part stood for the "common man" against "big business". </span>
The answer is gunpowder and square sails
Answer: We know that systemic change is what is most required. Structures and systems create and reinforce the hierarchies we seek to dismantle. And the decisions people make and how we treat each other matters — being knowledgeable and passionate about systemic change doesn’t absolve those who hold dominant group identities from causing interpersonal harm. We recognize that the challenges we are experiencing can feel intractable. We turn to research from the mind science of identity, as it helps to explain why others’ — or even our own — interpersonal behaviors may contradict the equality that our society and our workplaces espouse. We draw on practical, evidence-based strategies to align individual behavior and institutional practice with conscious values of equity. Since 2009, Perception has been committed to equipping individuals and institutions with deep insights about how we experience identity differences, recognition of the impact of current practices on individuals of various identities, and evidence-based strategies to live out their values of equity. In the years we have been doing this work it has become apparent that for institutional change to occur, those who hold power must engage authentically, commit to accountability and transparency, and invite everyone to be part of the conversation. This requires a data-driven approach, the identification of context-specific protocols, and culture change while centering the experiences of those impacted, that ensures genuine belonging for all.
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A strategy President Truman and his advisers considered to end World War II was to continue to fight the war the same way.
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