Hi all,This year I moved to a new school after 7 years in a previous school (Catholic college - primary and secondary). I left due to 2 colleagues I once admired, respected, enjoyed working with and called friends either bullying, excluding and/or undermining me in front of my students and theirs across the whole school year.Moved to a new school (Catholic and systemtic) and am finding many of their ways of operating very foreign, adding to my work and time and am constantly frustrated by lack of consistency, lack of standards and zero acknowledgement of my noticeable student progression and improvement since my arrival.
A few factors that are frustrating and aggravating:
-Apart from myself and one other staff member, ALL other staff (teachers, Teacher Assistants, the Deputy, office admin, specialists) are ALL part-time in the primary campus. In and of itself this is not a problem, however it leads to a lack of consistency and stability for me as I am constantly playing catch-up due to the rotating nature of the year-level team. It affects student behaviour (not so much mine, but the other classes) due to no consistency with teachers. Seems to be a high level of rotating teahers on LSL (short stints) and staff on and off from parental leave. No staff nmeeting I have been to yet has had all staff there.
-Behaviour of students is atrocious when compared to other schools in the area and previous schools from my decade + experience. Students are verbally rude, cannot settle and focus and there are often physical altercations in the playground. I've spent a term and a half really breaking down behaviour expectations, routines and standards. I am making progress, but there is so much stacked against us.
-Parent copmmunity is INTENSE. Moreso than I have ever experienced. Teachers are consistently told their "tone"when talking to parents is rude/negative/insert critique here, parents are constantly emailing teachers to complain about other children and flat out ignoring any and all comunication about their own child. When I asked leadership about this, the reasoning given is either, "Parents at this school have always been like this" or "It's the culture of the area. We get families from all over"meaning the greater metropolitan area. I persoinally do not think this argument holds up as previous schools I've been at have accepted students from relatively large areas in terms of distance.
-EVERYTHING is done as a team." While this sounds great on the face of it, it adds so much to personal workloads when reporting, individual lesson planning, unit planning, NCCD work, resouirce development and/or sourcing, sending emails to parents, responding to emails from parents and more all has to be done as a committee of 7 people. Nothing gets done efficiently or within a desired timeframe.
-Classes - For each year level (double-stream), we routinely mix and match students. Not just for programs (e.g. Spelling) but for ALL subjects and curriculum areas. This means that in theory, I have a class of 31 (e.g. my roll call list), however in any given lesson I could be receiving students from the next-door class. Sometimes the classes stay the same (students) but we (teachers) swap. This makes assessing and reporting a nightmare, as it is unproductive, inefficient and there is no consistency.The reason for this has nothing to do with student learning, outcomes or development. It occurs "to stop parents complaining about which teacher they do/do not get for their child," "to stop parents emailing and complaining about if child x or y is in their child's class."It also means that due to the way the "team-teaching" works, I will never teach certain subjects (e.g. Science or Geography) this year. I have been given subjects the other teachers on Year 5 do not want: Religion, History for example
-Students miss out on opportunities for growth, e.g. in Science as we need to fill out risk assessments for items like using the school oval outside of lunch times and for simple, basic Science experiments (e.g. mixing two liquids - liquids that are not hot, cold). EVERY science experiment of any category needs a risk assessment.I came in so excited about subjects like Science... no more. Can't take the class outside for a brain break as we'd have to book the oval and fill out a risk assessment.
-Class sizes are 31+ and the school has a high volume of EAL and students with various diagnoses. In a class of 31, 20+ are either EAL and/or have a diagnosis (e.g. autism, ADHD, etc)-Zero autonomy. I have to go through 3 supervisors just to respond to a parent email (even if it is wholly positive), I am told what kind of visual aid posters I can/can't have in my room (e.g. a times table chart or a poster on English contractions).
-Release time a joke. I have to sit in my class cupboard as this is the only place in the school that is:--Free of gossiping staff--Free of staff talking in general--The only place staff and/or students will not interrupt me.-Staff are friendly (cheerfully greeting/seeing how my day is/was, seeming interested in me as a person and educator) but there is so much gossip about each other and parents/families. I could go to a staff member with a purely work-related question (e.g. planning or how a school process works) and the conversation almost always ends up being twisted to a poorly behaved student/complaining/gossiping. Even after I have point blank made it clear I do not engage in gossip and find it fractures teams/colleagues and do not have the time for it.
-Multiple duties each day of the week (as we are únderstaffed'' - same as every other school in Australia)-Duty roster (playground) changes every single week due to the high volume of absent staff, staff with multiple roles, etc So no stability or consistency there either.-Foced to pay money into a school social club each week for amenities (e.g. milk/coffee/biscuits) which I never use in a staffroom I never visit or for gifts of departing/retiring/staff going on parental leave.... Yet every time a staff member fits these categories, we get emails from leaders asking if we would like to choose to put towards a gift.... so unsure why I was told the social club goes to gifts. Tried getting out of it in writing (I pay more being one of the few full-time staff) only to be told, "In your contract, you signed that you will be paying money into the social club." Nothing in my contract at all, and I asked the state union to have a look just in case I am blind and having a man's look. They too clearly stated there is nothing in there.
My question is, after 7 years in a school I enjoyed (apart from the aforementioned 2 colleagues changing how they interact with me) is this the norm in Australian Catholic schools (primary and/or combined primary/secondary colleges). I used to be so effective, productive and built strong and positive student relationships. I am now ineffective, unproductive, my time and experience is wasted and my experience seems to be for naught.
*Is this the new normal?
*Is anyone else so utterly heartbroken, soul-crushed and demoralised (and I guess, angry and frustrated) by red tape/inefficiency/unproductiveness, etc?
Any thoughts? Cheers, legends.

Number 1:

1. Initiation: Represents new beginnings, leadership, and individuality.
2. The Magician: Tarot card associated with the number 1, symbolizing creativity, manifestation, and willpower.
3. Independence: Signifies self-reliance, originality, and taking the lead.
4. Potential and Possibility: Embodies the start of a journey or a project.
5. Unity: Reflects the oneness, the start of something unique and singular.

Number 2:

1. Duality: Signifies balance, partnerships, and cooperation.
2. The High Priestess: Associated with intuition, wisdom, and hidden knowledge in tarot.
3. Harmony: Represents the need for balance and diplomacy.
4. Relationships: Emphasizes partnerships, teamwork, and cooperation.
5. Choice: Reflects decisions, choices, and the need for balance.

Number 3:

1. Creativity: Symbolizes self-expression, communication, and creative endeavors.
2. The Empress: Tarot card embodying fertility, creativity, and abundance.
3. Optimism: Represents joy, enthusiasm, and social interaction.
4. Expansion: Signifies growth, self-improvement, and broadening horizons.
5. Manifestation: Reflects the power of thoughts, words, and actions in creating reality.

Number 4:

1. Stability: Signifies structure, order, and a solid foundation.
2. The Emperor: Tarot card embodying authority, stability, and structure.
3. Security: Represents practicality, reliability, and building a strong base.
4. Endurance: Symbolizes persistence, hard work, and discipline.
5. Materialization: Reflects the manifestation of ideas into tangible results.

Number 5:

1. Change: Represents adaptability, versatility, and transformation.
2. The Hierophant: Tarot card symbolizing tradition, guidance, and spiritual growth.
3. Freedom: Signifies exploration, adventure, and embracing diversity.
4. Shifts and Challenges: Reflects unexpected changes and the need for flexibility.
5. Versatility: Embodies adaptability, resourcefulness, and embracing new experiences.

Number 6:

1. Harmony: Signifies balance, responsibility, and nurturing relationships.
2. The Lovers: Tarot card representing love, harmony, and choices in relationships.
3. Service: Reflects selflessness, compassion, and community involvement.
4. Healing: Symbolizes peace, empathy, and creating harmonious environments.
5. Balance: Embodies equilibrium, diplomacy, and a harmonious lifestyle.

Number 7:

1. Spirituality: Signifies introspection, wisdom, and spiritual growth.
2. The Chariot: Tarot card embodying willpower, determination, and progress.
3. Seeking Truth: Reflects introspection, seeking answers, and inner wisdom.
4. Analysis: Symbolizes deep thinking, research, and intellectual pursuits.
5. Inner Guidance: Embodies intuition, mysticism, and inner awareness.

Number 8:

1. Achievement: Represents success, abundance, and material prosperity.
2. Strength: Tarot card symbolizing inner strength, resilience, and determination.
3. Power and Success: Reflects ambition, authority, and material wealth.
4. Karma: Symbolizes cause and effect, balance in action and consequence.
5. Manifestation: Embodies material gains, business acumen, and financial stability.

Number 9:

1. Completion: Signifies endings, spiritual fulfillment, and humanitarianism.
2. The Hermit: Tarot card embodying introspection, wisdom, and spiritual enlightenment.
3. Universal Love: Reflects compassion, service to humanity, and global consciousness.
4. Wisdom and Leadership: Symbolizes altruism, leadership, and guiding others.
5. Transformation: Embodies closure, spiritual awakening, and a broader perspective.

These tidbits offer symbolic insights into each number and its corresponding tarot cards, highlighting the thematic elements and interpretations associated with numerology and the tarot.

Number 10:

1. Completion and Renewal: Signifies endings and new beginnings simultaneously.
2. Wheel of Fortune: Tarot card representing cycles, destiny, and unforeseen changes.
3. Wholeness: Reflects fulfillment, achievement, and cycles coming to fruition.
4. Transformation: Symbolizes change, fate, and the cyclical nature of life.
5. Karmic Balance: Embodies the law of cause and effect, the balance of energies.

Number 11:

1. Master Illuminator: Signifies spiritual awakening, intuition, and enlightenment.
2. Justice (or Strength in some decks): Tarot card embodying fairness, balance, and divine guidance.
3. Enlightenment: Reflects intuition, inspiration, and high spiritual awareness.
4. Higher Calling: Symbolizes spiritual guidance, psychic abilities, and divine insights.
5. Visionary Leadership: Embodies visionary ideas, inspiration, and spiritual mentorship.

Number 12:

1. Harmonious Union: Signifies partnerships, cooperation, and balanced relationships.
2. The Hanged Man: Tarot card symbolizing surrender, perspective shift, and sacrifice for enlightenment.
3. Sacrifice for Growth: Reflects letting go, patience, and seeing things from a different angle.
4. Adaptability: Symbolizes flexibility, suspension, and altering perspectives.
5. Transformational Insight: Embodies spiritual growth through surrender and acceptance.

Number 13:

1. Transformation and Rebirth: Signifies change, transition, and new opportunities.
2. Death: Tarot card representing transformation, endings, and profound change leading to renewal.
3. Transition and Renewal: Reflects release, transformation, and the start of something new.
4. Renewed Perspective: Symbolizes rebirth, regeneration, and shedding old patterns.
5. Power of Endings: Embodies closure, regeneration, and the birth of something new.

Number 14:

1. Practical Manifestation: Signifies grounded action, stability, and accomplishment.
2. Temperance: Tarot card embodying balance, moderation, and spiritual harmony.
3. Moderation and Balance: Reflects harmony, patience, and blending opposites.
4. Alchemy: Symbolizes transformation, adaptation, and spiritual equilibrium.
5. Integration of Duality: Embodies combining elements to create a harmonious whole.

Number 15:

1. Change and Transformation: Signifies shifts, transitions, and adaptability.
2. The Devil: Tarot card representing materialism, bondage, and self-limiting beliefs.
3. Personal Freedom: Reflects breaking free from limitations, temptations, or restrictions.
4. Inner Exploration: Symbolizes shadow work, self-awareness, and breaking unhealthy patterns.
5. Choice and Liberation: Embodies freeing oneself from restrictions or unhealthy attachments.

Number 16:

1. Spiritual Awakening: Signifies spiritual growth, divine intervention, and new beginnings.
2. The Tower: Tarot card embodying sudden change, upheaval, and revelation leading to transformation.
3. Sudden Change: Reflects upheaval, awakening, and revelation.
4. Awakening to Truth: Symbolizes enlightenment, liberation, and profound insights.
5. Transformational Crisis: Embodies breaking down old structures for spiritual evolution.

Number 17:

1. Manifestation and Power: Signifies success, authority, and material abundance.
2. The Star: Tarot card representing hope, inspiration, and spiritual guidance.
3. Optimism and Healing: Reflects hope, faith, and finding inner guidance.
4. Divine Intervention: Symbolizes grace, blessings, and spiritual renewal.
5. Illumination and Guidance: Embodies finding direction and renewed faith.

Number 18:

1. Karmic Completion: Signifies accomplishment, fulfillment, and achievement.
2. The Moon: Tarot card symbolizing intuition, illusion, and the subconscious mind.
3. Unveiling the Unseen: Reflects mystery, intuition, and subconscious revelations.
4. Inner Reflection: Symbolizes introspection, dreams, and hidden truths.
5. Transition to Higher Wisdom: Embodies uncovering hidden aspects for spiritual evolution.

Number 19:

1. Fulfillment and Success: Signifies attainment, completion, and reaching goals.
2. The Sun: Tarot card embodying joy, success, and positive outcomes.
3. Abundance and Vitality: Reflects happiness, vitality, and illumination.
4. Inner Child: Symbolizes innocence, playfulness, and embracing the joy of life.
5. Celebration of Achievement: Embodies success, happiness, and realization of dreams.

Number 20:

1. Integration and Fulfillment: Signifies completion of a cycle and a sense of wholeness.
2. Judgment: Tarot card embodying spiritual awakening, renewal, and rebirth.
3. Rebirth and Redemption: Reflects resurrection, spiritual awakening, and inner calling.
4. Transformational Shift: Symbolizes a new phase, karmic retribution, and self-reflection.
5. Resolution and Clarity: Embodies closure, resolution, and a fresh start.

Number 21:

1. Unity and Completion: Signifies the combination of wisdom and fulfillment.
2. The World: Tarot card representing fulfillment, completion, and mastery of life's cycles.
3. Wholeness and Integration: Reflects achievement, fulfillment, and a sense of accomplishment.
4. Mastery and Enlightenment: Symbolizes mastery over life's lessons and embracing new beginnings.
5. Culmination and Success: Embodies achievement, fulfillment, and a broader perspective.

Number 22:

1. Master Builder: Signifies the capacity to turn dreams into reality, a powerful force.
2. The Fool (in some decks): Tarot card embodying unlimited potential, new beginnings, and the journey of life.
3. Visionary Potential: Reflects the potential for extraordinary achievements and spiritual awakening.
4. Manifesting Dreams: Symbolizes materializing ambitions, power, and the ability to create.
5. Transformational Journey: Embodies spiritual growth, leadership, and a higher purpose.

Number 23:

1. Creative Expression: Signifies creative pursuits, artistic talents, and innovative thinking.
2. The King of Swords (in some decks): Tarot card representing intellect, clarity, and communication.
3. Mental Clarity: Reflects clear thinking, sharp intellect, and diplomatic communication.
4. Ambitious Vision: Symbolizes ambitious plans, strategic thinking, and leadership qualities.
5. Intellectual Authority: Embodies mental strength, assertiveness, and logical reasoning.

Number 24:

1. Nurturing Stability: Signifies caring, support, and creating a secure environment.
2. The Queen of Cups (in some decks): Tarot card symbolizing emotional intelligence, compassion, and intuition.
3. Compassionate Care: Reflects empathy, sensitivity, and nurturing qualities.
4. Emotional Balance: Symbolizes emotional stability, harmonious relationships, and intuitive insights.
5. Supportive Energy: Embodies nurturing abilities, empathy, and creating emotional security.

Number 25:

1. Adaptability and Curiosity: Signifies versatility, exploration, and adaptability to change.
2. The Knight of Pentacles (in some decks): Tarot card representing reliability, dedication, and practicality.
3. Steadfast Dedication: Reflects commitment, reliability, and a methodical approach.
4. Practical Solutions: Symbolizes a practical mindset, dedication to tasks, and diligent work ethic.
5. Resourceful Nature: Embodies a disciplined attitude, reliability, and readiness to adapt.

Number 26:

1. Diplomatic Harmony: Signifies balance, cooperation, and creating harmony in relationships.
2. The Two of Swords (in some decks): Tarot card embodying decision-making, balance, and compromise.
3. Balancing Choices: Reflects decisions, seeking balance, and finding middle ground.
4. Peaceful Resolutions: Symbolizes diplomacy, compromise, and finding solutions.
5. Harmonious Choices: Embodies choices made with consideration, balance, and peace.

Number 27:

1. Wisdom and Compassion: Signifies understanding, spiritual insight, and empathy.
2. The Nine of Cups (in some decks): Tarot card representing emotional fulfillment, contentment, and satisfaction.
3. Emotional Satisfaction: Reflects happiness, emotional contentment, and spiritual fulfillment.
4. Inner Contentment: Symbolizes emotional well-being, satisfaction, and contentedness.
5. Gratitude and Fulfillment: Embodies gratitude for blessings, emotional satisfaction, and harmony.

Number 28:

1. Achievement and Ambition: Signifies success through hard work, determination, and ambition.
2. The Ten of Pentacles (in some decks): Tarot card embodying wealth, abundance, and family legacy.
3. Abundance and Legacy: Reflects material success, family prosperity, and ancestral influence.
4. Fulfillment of Goals: Symbolizes the accomplishment of long-term goals and material stability.
5. Establishing Foundations: Embodies securing foundations, prosperity, and financial stability.

Number 29:

1. Wisdom and Intuition: Signifies spiritual wisdom, intuition, and heightened awareness.
2. The High Priestess (in some decks): Tarot card symbolizing intuition, mystery, and inner knowledge.
3. Intuitive Insights: Reflects hidden knowledge, psychic abilities, and heightened perception.
4. Mystical Awareness: Symbolizes esoteric wisdom, inner guidance, and spiritual depth.
5. Spiritual Illumination: Embodies divine knowledge, inner mysteries, and esoteric understanding.

These tidbits continue to explore the symbolic meanings associated with each number and its corresponding tarot cards, offering insights into the diverse themes and interpretations within numerology and the tarot.

*Management style:
Not democratic/participative. Not transformational. Not Coaching. Very much Autocratic/Authoritative/Coercive. Sometimes Laissez-faire. Style depends on the department.
*Chain of command:
The ministry is seen as a church by top management. Top management are the “elders” and the CEO is the Senior Pastor. Then there is everybody else. So, confidence is put on their positions of authority. They are, in all sense and purposes, the “spiritual leaders”. They present themselves as having spiritual authority and, therefore, as being entitled to receive immediate agreement and unquestioned compliance.
Also, there are multiple management layers or chains which this quote sums up as well:
"When you become an admiral, you never have bad meals and you never hear the truth. there are all these layers of management and buffer layers and each one is afraid to tell unpleasant truth to the top levels.... “
Not a culture of authenticity where everyone on the team, including management, is encouraged, and expected to be who they are. There is a sense that top management puts up a false front, they seem to want to appear perfect. Illusions of invulnerability exist. They always lead well, they always make the right decisions, they never admit mistakes, etc. Want people to think they got it all together- all rainbows and lollipops. Do not exhibit vulnerability. Toxic positivity is also very much present: Everything is seen as “awesome”. So, there is judgment if you have a bad (not "everything is awesome") day.
The vertical chain of command, results in less collaboration, slow communication, lack of career growth, feelings of subordination, and decreased employee empowerment. Top management sets the rules and standards without any input from the “bottom” employees. Employee questions, concerns or ideas have to go up several steps of the chain of command so that upper management can address or approve. The bottom employees do not have the ability to make decisions related to their work or a particular situation. So, not everyone feels equal.
So, if you are not a spiritual leader, you are just basically told to submit and listen to those who are in authority over you because they are the people that “hear from God” and you are not and so whatever they say goes. And they set up a scenario where they basically kept those of us who were not spiritual leaders dependent upon them.
Many in management are overconfident and overestimate their abilities. They have a simple idea of how things are and how things work. Unfortunately, they make decisions that impact entire departments without gaining the needed knowledge.
The chain of command and lack of ongoing training also results in many employees being promoted so much that they max out their competence and will remain there until they leave or are let go. So, you end up with many in the role of management that lack the training and competence of the respective department. So, employees with the most authority are often not the most experienced and not adept in the particular field leading team members. And employees with the most experience and skills and knowledge and wisdom have the least (or no) authority.
Good leaders don’t always claim the “leader” title. Oftentimes, good leaders are those with more understated temperaments. Leadership is as much about listening as it is about telling. However, people with the most open and receptive personalities often do not have much authority.
Also, how the chain of command should operate when there is a unit that acted without proper authorization, it is not a junior authority who’s going to bear a responsibility for that, but somewhat of more senior status. And that’s true in any military or business or ministry operating by a code of ethics. So, if someone at the bottom of the chain is struggling, failing, or making mistakes, those at the top of the chain bear full responsibility. Everything stands or falls on leadership. Unfortunately, the chain at FCBH is not two directional.
There is also a sense that top management promotes employees who are least-competent but pose no risk to their own position (in-group bias) to management.
*Feedback:
Work environment or culture is not set up for employees to give honest feedback/opinions or to deliver bad news or to question or disagree with management.
Sample bias is also common. Management will send an email asking for feedback but they won't consider how only the people who are open to talking and sharing their opinions will participate while others won’t. Bias arises because employees with specific characteristics (e.g., extroverts) might be more likely to agree to participate than others, making the participants a non-representative sample. People with strong opinions or substantial knowledge about a specific topic may be more willing to give feedback than those without. Management does not follow up to determine why they are unresponsive or follow up frequently to reduce attrition.
Management claims they want to hear from employees, but they only want opinions and ideas on matters that are superficial or trivial. So, few employees give candid feedback on important and significant matters.
Top management does not involve employees in the change process when changes occur.
Management does not ask for honest feedback on their leadership or on decisions that are made that affect employees. Management will not ask how they are doing as leaders, what employees need from them. No regular check-ins or 1:1 on employees’ professional and personal well-being. Are employees stressed, disappointed or feeling burdened physically, emotionally or spiritually? No growth and career discussions.
Management will ignore most feedback, comments, suggestions even when it's common knowledge but will adamantly listen to employees who preface with "God told me to tell you..." Or “I felt God say …” or “God spoke to me and said…”
For example, management started focusing on Gen Z only after a few people claimed that “God told us that Gen Z are important for our future business growth.” In another instance, someone said “God gave us this word: we as a ministry need to really consider how everyone is wired, how each person is different. How people have different personalities.” Then, management affirmed this “word from God.”
If one employee brings something up to management it is often ignored and the employee is gaslighted. If two or more employees bring the same thing to management, then God is communicating something and they take it seriously (per Matt 18). Even if it is just coincidence or frequency bias.
*Groupthink/Conformity:
Groupthink, confirmation bias, in-group bias, illusions of unanimity, and self-censorship is very prevalent in the culture and especially in their meetings. There is a lot of direct pressure to not question, to conform, to agree with the views and personal convictions of the top management. Employees condemn those who disagree or question top management and they accept those who agree, creating immense pressure for conformity.
So, many employees frequently remain quiet, preferring to “keep the peace” rather than disrupt the uniformity. Employees are pressured to hide problematic information (especially from top management).
*Disagreements/Different perspectives:
Top management will also point out the working and living conditions of international employees to “encourage” local employees to not “complain” or give critical feedback or bring up legitimate problems (e.g., fumes or loud noises from construction in the building).
Management also often commits the "ends (or goals or vision) justify the means" fallacy: the work, the production and distribution of bibles (the ends) being done is more important, so employees shouldn't complain at all about the means or their working conditions (broken chairs, broken or inadequate equipment, poor work-life balance, bad management).
And, if management disagrees with you, with your observations, feedback, suggestions, or theology, they will often try to trump you with spirituality or vague meaningless spiritual terminology instead of using Scripture (properly interpreted), facts and reasoning.
In addition, top managers will take great offense when employees question or disagree with the directions and decisions they make. Dissent is not welcomed. Respectful debates/disagreement is not encouraged. Open discussion and alternative perspectives are not encouraged. Management does not value, support, or respect diverse opinions and ideas. They do not actively seek out different viewpoints. Do not allow people to speak their perspective, their thought of mind. So, there is no psychological safety. Employees do not feel comfortable expressing dissenting opinions without fear of retribution or judgment. Afraid of breaking the little glass image. People do not feel comfortable sharing setbacks, mistakes, failures. Management does not encourage open communication. Management often seeks agreement, instead of posing honest questions that challenge the status quo and provoke critical thinking and discussion. They do not encourage employees to challenge them. In fact, they are seen as a type of complaining or critical feedback and so are viewed as sin. This makes top management seem self-centered.
*Appeals to emotion: Guilt and Shame:
Top management often shares their personal opinions and convictions (e.g., spending money only when absolutely necessary, not accepting large gifts, not buying fancy items) as something everyone should do. It’s never direct. It's always through stories. Management loves stories. The personal convictions of management are presented as more than preferences.
For instance, top management encourages extreme frugality and poverty through their personal anecdotes #loudbudgeting and stories from international cultures. Think along the lines of: “we, here in America, have no right to be sad or to complain about things or to request better things or ask for accommodations or for more employee engagement because others (internationals) have it much worse.” Even wanting better equipment and supplies or asking for better working conditions is frowned upon (in some cases seen as a sin), even if your request helps you to do your job more effectively and makes the work better (a new whiteboard, a new office chair, better computers, etc.)
Example: “You should really try to come in to work even if you feel bad, even if you are snowed in and the roads are hazardous because people need to get our bibles. And our international employees work in much harsher conditions.”
You also get this feeling from the way they communicate that top management would rather not pay their employees. They would prefer it if everyone just worked for free because “we are on a mission from God. We are doing the Lord's work.” There is also a sense that employees should be more than willing to sacrifice their well-being, career goals, financial goals, personal goals for reaching people with their Bibles.
Leadership sets the example and expectations, so this all ends up making employees confused and feeling guilty and ashamed. Guilty and shameful about asks, spending money (even their own). Guilty and shameful about having nice things (new car, new phone, new tv), about making needs known, about sharing concerns regarding work, about asking for raises to keep up with cost of living, etc.
Example: An employee has continued to use an old whiteboard. It is so old it is hard to read and difficult to erase. Management likes to tell donors: “We don't spend money on everyday things like whiteboards…. Instead, we use that money for more bible recordings, for people to hear about Jesus.”
This also causes confusion. Every few months there is a meeting where management discusses how sitting on stores of money is bad, but spending it is also bad, but also not spending it is bad... "Being rich is bad. Money is bad. let's not accumulate money, that's bad. We must think about how people will see what we have. So we should look poor and not appear too frivolous." But top management is okay with receiving gifts from donors and other ministries. Management personally does not like to have nice “fancy” things, and as a ministry, they say FCBH should also not have nice fancy things, they should use the money for other more important things. They don't like when other ministries use their money for nice fancy things, but it's okay if other ministries give FCBH nice fancy things like tote bags, key chains, mugs, phone holders, lunch bags. Another example, it took them years to repaint the parking lot. It was at the point where people did not know where to park. Before repainting, management decided to remodel the hallways and install posters and multiple monitors with language stats.
There is also a subtle sense that producing audio and video bibles is the highest calling one can have. And it's implied that FCBH is the main means God uses to fulfill the great commission: “God needs FCBH to do these bible recordings or people (specifically unreached internationals) will go to hell.” So, top management hints that working anywhere else isn't really serving God (or at least, not serving God as well as one could if they worked somewhere else). They imply that working at this ministry is the only way to truly serve God and fulfill your calling. They also use this framing to guilt and shame employees into not quitting. Management implies that employees should not take opportunities to leave or take other jobs because getting the Bible to people is God’s highest calling for us as Christians:
“If anyone leaves FCBH, then they must not really understand the vision/calling. They are not committed to saving people. We should be willing to give up things to fulfill the calling. The apostles did not pursue better jobs and so God will provide if we need better pay, benefits, career. For those of us who join the ministry to hold true to get God's word to every person, it takes discipline because we have opportunities to do other things. I'm sure that Noah had problems with Builders because he probably had hundreds of people not thousands working on the ark. They started their own businesses and started side things going on. pretty soon they'll have no time to work with him on the ark. and you can have all kinds of diversionary things happen. and so we want to understand they focused in the ministry. and that's been one of the things that I've really tried to do is what did God tell me at the time this ministry began because I was not interested in this ministry. I was interested in living by faith and experiencing God through people and seeing people experience God. and when I was praying about that here in Albuquerque the Lord said bring my church together and make disciples. and then he also told me that when his people think the same they are one. so it's not a matter of getting rid of the buildings or the leaders but it's a matter of people thinking the same. They can go to different denominations, different buildings, have different teachers, and different preachers and leaders but once they think the same, they're one and that's what his objective was. and so that's when I felt like the Lord said get God's word to every person. So I'm challenging us to stay true to what God has called us to do. and every time somebody leaves the ministry there are reasons for leaving. but it startles me a little bit, because I think well we haven't, we haven't communicated the vision very well somehow because they didn't get it. like Noah building the arc. it it's a long project it's not a month or a year two years or three years. our immediate goal is 2033 and it means that we're committed to a cause. and that means some of us we give up something. I we've given up stuff we live in a small apartment and that's what we saw that God had us do and that's our lifestyle we we tone down our lifestyle to get the cause committed to the cause. and and I know that's difficult for some, in some cases maybe there's financial needs because of family growth and stuff there they just can't afford to work in the ministry. but sometimes it's a choice and every time somebody leaves it where it's actually a choice. I think we haven't communicated the mission very good the vision very good. I've been looking at is that could you imagine read reading the New Testament. and finding out that Peter about halfway through or Paul halfway through the ministry all of a sudden got a better job offer. and stopped their portion of the ministry they held the course no matter what happened. whether it was good or whether it was bad. Paul talks about this and sometimes we want to follow the Lord. but we don't impart on ourselves the same responsibilities that those disciples did. so when God Empower them is he empowering you in the same way. and you're making choices that maybe you shouldn't make that you will impart and say the Lord is leading me someplace else when in fact maybe it isn't. it's just a better offer. if the Bible in the New Testament was reading a little bit different than Stephen left the ministry at this point or James left the ministry at this point because of something I think we need to be very very careful and why I say that is that as we work internationally.”
SO, there is a lot of guilt and shame about leaving to pursue other interests or meet needs. Guilt and shame about wanting to leave to advance and develop professionally. For this reason, many remain “loyal” and stay at the ministry.
So there is lots of control and manipulation in the work culture.
*Weekly worship meetings:
These are mandatory and there are some legitimate concerns:
Top management seems to have misconceptions about true worship and worship experiences. They often reduce worship to singing by their communication, the way “worship” is used. Worship is seen as something we do on occasion - once a week, when we gather at work for the mandatory worship time. Top management, by ignoring other styles, seems to believe that there is a single style of worship which is correct for Christians.
And it seems like just about anyone can lead worship or be on the team: anyone that can play an instrument. Top management does not require a worship class or agreement to biblical principles concerning worship as a prerequisite for employees who desire to plan and lead worship experiences. So you end up with people who have different views/philosophies on the worship team. Unfortunately, many who lead do not take the time/effort to plan and lead worship experiences, to discern from songs that are better suited for individual or private worship from songs that are corporate or public worship, to discern songs that are controversial/questionable (have bad theology, weak theology), songs that are theologically ambiguous or songs that lean more towards “feminine” attributes. Most, if not all, of our modern “Christian” worship music is written at a simplistic level of understanding and comprehension. Most music tends to appeal to our emotions. Many songs appeal mostly to women. So there is a great need for teaching on the biblical principles concerning worship. Also a need to choose theologically balanced songs with music appropriate for the people. Unfortunately, many of the songs chosen are theologically incorrect (e.g., having elements from the Word Of Faith movement, New Apostolic Church, New Age). Songs are often not theologically balanced. Songs seem to be chosen for their emotional impact, to make employees feel good; many focus on just one aspect of God (e.g., love). Many promote self-centered worship.
Most of the worship leaders just sing the songs: They do not actually “lead” people into worship. They do not help people connect the lyrics of the song to where they are at in their personal life, to teach them something about God or help the people understand what this song means and what God wants them to get out of it, so they're not just singing songs and just doing, going through the motions or help them understand the depth and the richness of what lyrics mean and how it applies to their life. What matters to them seems to be whether songs are impactful, moving, and beautiful. (Whatever that means.) Whether songs make employees feel good. They don't seem to care whether the songs actually reflect truth: Do the lyrics line up with Scripture? Do the songs glorify self or God? How would new Christians or nonChristians interpret the song?
Theology is the study of God and it's very important doxology is an expression of praise to God so the point here is that all theologies should ultimately lead to doxology if theology doesn't lead to doxology then we've actually missed the point of theology so if you have theology without doxology you just have dead hold orthodoxy which is horrible. On the other side you have the people who say “forget about theology I just want to praise.” But if you have doxology without theology you actually have idolatry because it's just a random expression of praise but it's not actually informed by the truth of who God is so God is
concerned with both he's concerned with an accurate understanding of him and that accurate understanding of him leading to a response of praise adoration and worship towards him.
*Leadership quality:
Top management has more respect for donors and guests than their employees.
Management lacks basic core leadership principles/values:
Unfortunately, many employees are not given power or resources: Management just gives them the responsibility to get things done. Before responsibility is given, employees should be equipped: be empowered, have the authority, be given resources and have the experience. Employees are not empowered as individuals to solve their own problems using their own solutions. Micromanagement is often required every time the situation changes or problems arise. Employees are not inspired to act as leaders for themselves, delivering amazing performance without guidance. They have coaching sessions but only when there’s a problem. True coaching occurs regardless of whether the individual is crushing their goals or falling behind. Management does not seem to care about unlocking a person’s potential and getting the most of their performance. They seem only interested in producing more followers, not more leaders.
No method to hold management accountable to core values listed in their own Employee handbook. Employees are expected to abide by the procedures and rules described in the handbook but top management can choose to ignore it when it is convenient for them.
-Top management are NOT learners: No desire to develop and improve their skills.
-They do not ask employees: What’s one thing you see me doing—or failing to do—that you think I should change?
-They do not ask how they are doing as leaders. Or ask employees how they’re doing.
-They do not ask what employees need from management that they are not giving them.
-No performance evaluations for both management or non-managment.
-They often fail to emotionally connect with employees.
-They do not speak to employees' needs first.
-They do not focus on what they can put into people rather than what they can get out of them.
-They do not understand basic psychology, how people think and behave.
-They are often resistant to (and even hate) change: Perhaps because they fear losing control. In fact, new information, objective facts, research, stats, and even new ideas are often ignored in favor of what's easiest to do or because of tradition. If something has been done and “works”, top management does not see a reason to question it or to improve on it. If something was tried 5, 10, 20, even 50yrs before and failed, top management does not see a reason to try it again even if the exact circumstances have changed.
-They do not empower or give the means, the power or opportunity to do to employees.
-They do not trust others to follow through managing processes and performing tasks.
-They do not lead by example.
-They do not know when to move forward and when to back off, what to improve and how radical those improvements should be.
-They often fail to see options, and plan and prioritize.
-They fail to develop leaders around them.
-Their communication is often poor.
-Their listening is also poor: do not listen for more than facts, but also the feelings, meanings and undercurrents.
-They do not take the time to get to know the people they lead: no weekly check-ins which top organizations have to discuss how employees are doing professionally and personally. Management doesn't ask “what was good this week? What was not good this week? How is your well-being? How is your family?”
Competence in leadership skills is also poor.
-They are not teachable: not willing to keep learning, growing, improving in leadership and management practices: FCBH has a yearly “leadership” summit. But, the way it is set up, it reinforces weaknesses instead of challenging leadership growth.
The summit is also just for a select few in top management. Not every employee is seen as a leader so most employees are excluded.
Top managers attend the summit but there is no followup, no post accountability by other managers and especially by the employees that are under the managers. No discussion on how management will apply what was learned.
Some of the past speakers have had questionable characters and even questionable teachings (Judah Smith). Leadership qualifications and theological background seems to be ignored in favor of charismatics, dynamics, popularity.
-Top management does not take responsibility for their part of a disagreement or failure and apologize.
-They often embrace a victim mentality.
-They often limit yourself by your job title.
-They do not invest in better tools or processes.
-They are content with the status quo.
-They allow their past achievements to stagnate their desire to keep learning.
-There is a lack of discernment, finding the main cause of problems/issues.
-They do not anticipate problems.
-They do not accept the truth of the problem: Do not face up to the reality of the situation;
-They get bogged down in the details.
-They often avoid problems.
-They don’t deal well with problems.
-They do not have their team study all angles.
-They often do not value nontraditional thinking: Don’t embrace change, ambiguity and uncertainty well.
-They do not work well with differences.
-They do not have their own mentors or provide mentorship to others.
-They do not invest to improve their own professional or leadership skills.
-They are often insecure, constantly seek validation, acknowledgement and love.
-They limit employee's success and recognition:
-They do not seem interested in making people successful: Don’t attempt to remove barriers that prevent employees from being successful.

• They often feel threatened by accomplishments by employees who are not management:

If an employee who is not management has a great idea to improve the work, management often does not support it and may secretly try to shut it down.
When a team succeeds, management will not give other people credit and instead take the credit themselves.
It seems like some of the people working there were given the title of management, the position, and that alone made them qualified. Management or leaders assume that their position alone qualifies them to make critical decisions where they may not have the best data, insight, wisdom, skill, experience. Just because one may have the word “manger” in the job title, does not automatically make them a great leader. Leadership is about dealing with people, and the dynamics between those people, and influencing people.
*Dead end career path:
For the most part, top management assumes that team members are fine and "settled", rather than taking the time to understand their true feelings and needs. They do not ask employees where they are struggling, where they are having trouble, what frustrates them the most?
Management does not seem interested in making employees better both personally or professionally. They do not have a growth plan or professional development plan for employees. No job related training. They do not provide what is needed to help employees to grow and improve. They don't provide opportunities for employees to apply their talents and expertise. They don’t ask how they can better support employees. Employees don’t check on each other.
One is expected to work until health deteriorates and skills become obsolete so you leave in a worse place than you started. For most employees, there is no long term future with the organization. Management does not let employees know how they are doing and what the future looks like for them. What the opportunities are. They do not take the time to learn from employees what they want to be. No honest conversations to understand employees goals and ambitions. So, because there is no growth or development plan, no career path, once your skills are outdated, they will probably let you go or they will keep you in the same position and your salary will max out.
Management does not coach employees on how to manage their time, priorities, and energy; no teaching on how to problem solve, or make better decisions, or how to set boundaries or how to minimize context switching and zoom fatigue.

Pathfinder K-8 needs a new way forward.
We had hoped for this administration’s success at Pathfinder. But we have not seen it. We have asked for help in guiding this administration towards success. But we have not received it. Now it’s time for change.
We the undersigned, a diverse coalition of families at Pathfinder K-8, in a spirit of community and with a commitment to accountability, ask for the immediate resignation, retraining, and reassignment of Pathfinder Administration, namely Dr. Britney Holmes and Ms. Ellen Want, for: failure to administer and refer students for IEP/504 plans and the unlawful removal of plans already in place in violation of their civil rights; negligence in dealing with safety violations including incidents of classroom violence, physical assaults; sexual harassment and sexual assaults; student elopement from campus; failure to report incidents to families, lack of support for teachers to effectively deal with disruptive incidents, and failure to provide or communicate action plans to protect students; lack of care or concern in communication with families, dismissal of incidents and concerns for student safety, and obfuscation of incidents in school-wide communication; and for a culture of fear and retaliation against teachers, staff, and families when attempting to address the above incidents.
For all these reasons and more, we have come to believe that this administration does not have a path toward success at our school. We believe that a new leadership team with a demonstrated commitment to excellence, safety, and collaboration would be in the best interest of all students and staff at Pathfinder K-8.
We wish this administration success elsewhere, and we ask that, in the event of reassignment to a new school, they receive extensive training to prevent these incidents and this level of dysfunction from being visited upon a new school. We believe that success requires accountability and we hope that after being held accountable for both their actions and inactions at Pathfinder K-8, that they can learn, grow, and be an effective part of wider change within Seattle Public Schools.
We request a response to our request by 5pm, Thursday, May 16th, 2024.

My idea for the GxK sequel plot would begin with Godzilla waking up from his sleep in the Colosseum and returning to Tiamat's former layer to complete his evolution. Fast forward a few months later, and Godzilla emerges from the lair, completing his evolution and starting to look a little bit more like Tiamat.
Fast forward a few years, and Monarch detects two previously unknown Titans emerge from the Hollow Earth, Titanus Qalupalik, an ugly serpent-like fish or amphibian emerging from the Arctic Circle, and Titanus Dakuwaqa, a shark Titan emerging from a portal in the sea near Kadavu Island. Monarch figures they are here to take over the niches left by Scylla and Tiamat. Godzilla encounters Qalupalik first, who is combative, and they get into a quick one-sided fight which forces Qalupalik to submit. Godzilla gives her a pass and accepts her to take Tiamat's place. Then Godzilla meets up with Dakuwaqa, who begins a ritualistic dance of sorts to gain Godzilla's approval. After Godzilla inspects him and his demeanor, he accepts Dakuwaqa to take his new territory. Then, Godzilla moves to Madagascar to rest.
On the human side of the story, public outrage over the incompetence of both Monarch and world governments to prepare for these Titan attacks is at an all-time high. Governments are now arguing over how to deal with them. Some leaders want to eliminate Godzilla because they believe Godzilla is going to attack them anyway regardless of whether they provoke him or not and that he is too powerful to let alive. Others want to focus more on a Hollow Earth takeover and declare war on the Kongs because they fear that they can plan another attack on the surface world. Monarch tries to assure them that such an event would not happen again because of their change in leadership, but many are still unconvinced. The American government, along with other NATO countries, begin investing in developing a new type of military weapon to deal with Godzilla, the Super X. They also are trying to seal up the holes left in Hong Kong, Cairo, and Rio de Janeiro to ensure nothing from the Hollow Earth can use those portals to invade the surface world again. Monarch gets into heated conflicts over world governments over the portals, as they want to keep a few open for research purposes among other things. The governments relent and allow the portal in Barbados to remain open but require them to invest in extra security in case of an emergency.
Returning to Godzilla, he is suffering from irritating skin parasites (these parasites would be Shockirus, Endoswarmers, or an original kaiju). To deal with them, he begins trying to scrape them off by rubbing himself against the seafloor near the coast of Madagascar. He also tries reaching for some with his jaws and claws. The people on the beach are witnessing this as it is happening, and once Godzilla gets rid of most of the parasites, the beachgoers realize that some of them haven't been killed yet, and as they are aggressive and still larger than humans, they emerge from the shore to attack humans. But this terror is short lived as Godzilla quickly comes in to finish them off. Godzilla then returns back to the water but stays close enough to the island where people can clearly see him. He floats in the water, similarly to a crocodile, with his head and eyes above the water. He is staring at the people and the coasts intensely, which makes the beachgoers feel uncomfortable. Then, it transitions to some flashbacks where we see Madagascar 5 million years ago. These flashbacks would likely be of Godzilla's memories of his youth, from his birth to the other megafauna that used to exist on the island back in the day. Then, it would transition to another flashback where Godzilla encounters some indigenous people on Madagascar as a more mature individual. He curiously stares at the people and the chieftain looks back with great reverence. The people bow and begin to worship him, and Godzilla continues to look at them tenderly. Returning back to the present day, Godzilla lets out a deep low bellow, which gives off the impression of sadness. In reality, Godzilla is upset that he has become more disconnected to the world he protects and now feels like his life has become nothing but fighting to protect it without being able to take pleasure in its wonders.
Switching the attention to Kong, a fight sequence occurs between Kong and another Great Ape wielding a heavy machete. They are fighting in the battle arena as some apes watch the fight while others are busy doing other things. Kong prevails and the Great Ape falls to the ground. After the fight, Kong helps the Great Ape back up. It turns out the fight was nothing more than training; one of the things Kong has begun to do since his rise to power is to teach his people self-defense. As the audience gets a better look of what life is now like in their layer, it is revealed that Kong has recruited a group of Great Apes to assist him in pushing forward his policies. For example, there is a group of Great Apes that are tasked with keeping track of their inventory and rationing their food and water for the tribe. Another group was tasked to build a safe bridge replacing the giant skeleton, which was at this point completed. Others are taking care of the children and so on. Then there are apes that are farming fields of crops, which Mothra periodically visits to pollinate. Shimo, meanwhile, is just chilling with the apes and is not confined to her pit anymore. Kong has no generals or anyone with military roles as he has no interest in conquest and does not see the need for an army at the moment. Kong also does not allow anyone to gather food or water on their own except for him, because he does not want to put anyone else in danger. He meets up with Suko after his duel and is approached by Boots, who is also now a trusted advisor to him, and is alerting him of an approaching Titan. It turns out to be a squadron of Monarch HEAVs and Jet Jaguar, piloted by Trapper. After the fight in Rio, Monarch sent expedition crews to visit the Kong lair, and were horrified by the living conditions that Skar King created. So, they planned an initiative to deliver humanitarian aid to the apes, providing them with food or water, and also trying to make diplomatic measures with them and the Iwi tribe. They have developed a new type of bioengineered crop made from various Hollow Earth flora and Titan cells to feed the apes (which can be a set-up for Biollante in a future installment) and a new type of HEAV that can carry a heavier load to transport these resources. They also created a humanoid mech named Jet Jaguar, piloted by Trapper, which serves as both a diplomat and a vet, fully equipped with veterinary tools that allow it to treat pathologies for Titans, including the Great Apes. In addition, Monarch has rebuilt the Titan Hunter with some improvements as NATO voted to force them to reconstruct it as a self-defense weapon in case of another Titan attack. Since that has not happened yet since the Rio attack, the Titan Hunter has not yet been used. Jet Jaguar and the HEAVs are arriving at the lair with another shipment of resources, including more tools for the apes to plant their own crops. While the Great Apes begin to collect the shipments from the HEAVs, Kong greets Jet Jaguar, who is here to treat a Great Ape with severe physical ailments. This ape has torn tendons and ligaments from slave labor and requires casts for all of his limbs. The challenge with treating the apes is that they are still cautious of foreigners, so Monarch has had to learn patience when working with them. They also have only one mech to perform surgeries with, so they can only treat one ape at a time. Kong and Jet Jaguar meet up with the patient, an as they perform surgery, Kong has to be with the ape to soothe and comfort him as Jet Jaguar begins surgery. After a successful surgery is completed and the Monarch team departs, Kong sits back and looks at his tribe. He begins to have feelings of self-doubt, that he is not up for the task, despite trying his best. He also still feels Skar King's presence, as the pain and damage he has caused still greatly lingers even after death. Kong begins to suffer from insomnia and nightmares from Skar King, showing his presence is still strong and relentless even after death.
Then, the Monarch team visits the Iwi city and delivers the rest of their resources which were designated for them. Here, in this scene, while the audience gets a better glimpse of what life for the Iwi is like, they also get to see Phosphera, another guardian Titan (The best explanation I can come up for why Phosphera did not show up to fight Skar King in the previous movie here would be that she was in a metamorphosing stage during the events of GxK and was too immature to safely break out of her cocoon until after the events of the movie.)
Back on the surface world, in a lab somewhere in the U.S, scientists are experimenting with a genetically modified colony of Shinomura, which would be the main antagonist(s) of the first half. These scientists work closely with the federal government. They believe that it would be more effective to genetically engineer a kaiju superbug that can quickly evolve, spread and annihilate the Hollow Earth ecosystem at much lower costs than constructing mechs which take much longer to do and a lot more money. The cells are dormant and can only be activated by exposure to radiation, which is why Godzilla does not detect them or see them as a threat. The cells are transported by a ship to North Carolina where another portal to the Hollow Earth has been opened. The military plans to release them into the Hollow Earth and then quickly seal it, but it is backfired by a group of mercenaries who attack the ship and want to take the cells for themselves. Unfortunately, the cells are released, and they are not far from a nuclear power plant which also happens to be using the pink super charged radiation gathered from the Hollow Earth, so the cells multiply and grow, turning into a swarm. The cells combine into arthropod like monsters that are too small to be Titans but large enough to attack humans. They begin attacking nuclear plants and surrounding cities while others retreat into the Hollow Earth, which catches Godzilla's attention. Mothra gains wind of it too and emerges onto the surface world to aid Godzilla. By the time Godzilla gets to North Carolina, the swarm has absorbed enough energy to combine into a singular, massive, supercharged form that rivals Godzilla in size. They begin to fight, while the military decides to resort to Plan B and send the Super X against Godzilla. The first battle is fairly even until the Super X begins to attack both Shinomura and Godzilla, blasting chunks of Shinomura away. It becomes a three-way battle until Shinomura escapes and retreats into the ocean while Godzilla is distracted fighting the Super X. Mothra eventually arrives and Godzilla and Mothra destroy the Super X. Then Godzilla pursues the main Shinomura heading for Japan while a few other smaller colonies move to other locations.
Back in the Hollow Earth, the Shinomuras that escaped there quickly grow and begin running amok on the planet. Kong is travelling with Shimo and Suko. They are gathering more food and water to bring back to the tribe, but their trip is quickly interrupted by a squadron of Shinomuras that have combined into their arthropod like forms but now rival Kong in size. Kong leaves Suko with Shimo and takes them on himself. He has no problem ripping the Shinomuras apart with his axe and bare hands. He overpowers them individually, but as the Shinomuras recombine and reshape themselves, they begin to overwhelm him. He notices Shimo and Suko are prompted to do something about it, even though he doesn't want them to, but eventually relents and retreats into a nearby body of water to shake them off of him. Kong quickly jumps out of the water and Shimo freezes and traps the Shinomuras in the water. The trio realize that even more Shinomuras are on the way and transforming into something deadlier. The three immediately turn back and run straight for the lair. As they are running, Kong gets flashbacks of being pursued by Skar King's goons; the Shinomuras remind him of the destruction and chaos that was left behind in Skar King's advance. Kong calls out to the apes farming as he makes it back to the lair and motions them to get inside immediately. He closes up the entrance and warns everyone of the emergency. He has everyone gather all of the resources they have and take refuge in Shimo's former lair, which they now use as an emergency bunker. Boots signs Kong what are they going to do next, and Kong admits he doesn't know, but he intends to be the one to check when it is safe to leave again. Meanwhile, the Iwi are in a similar predicament and Phosphera swoops in to defend the barrier against the invading Shinomuras.
In response to all of this, Monarch sends militaristic HEAVs to neutralize the Shinomuras and has Trapper (or some other character) tasked to pilot Titan Hunter to pursue the main Shinomura on the surface and kill it. Kashiwazaki is evacuated before Shinomura arrives on the scene. Shinomura begins to attack the Kashiwazaki nuclear plant when Godzilla and Mothra arrive to fight it once again. As this is happening, the other colonies arrive to other regions of the world, gaining more strength and attacking other major cities. Godzilla notices this and is conflicted on how to deal with the threats as he is fighting, but Jet Jaguar arrives in Kashiwazaki to fight Shinomura. Godzilla charges up to attack Titan Hunter, thinking he is a threat to him just like the Super X, but Trapper notices this and bows to Godzilla before he can attack. Godzilla accepts this surrender, but quickly shifts his attention back to the Shinomura. Eventually, Titan Hunter, Godzilla, and Mothra defeat the Shinomura, but soon after, several Shinomura supercolonies that supercharged themselves on Hollow Earth energy have reemerged on the surface world to the point where there is at least one attacking each continent of the world. The largest and most powerful colony is in the Yucca Mountain Nuclear West Repository in Nevada. Godzilla is forced to send his alpha call and awaken all of the surface Titans to attack the Shinomuras, so battles begin breaking out across the world. But Godzilla realizes it is not enough and ventures into the Hollow Earth to get more help. Mothra and the Titan Hunter stay behind to hold the line while Godzilla is away and Mothra moves on to Nevada to tackle the Shinomura there, and the Titan Hunter follows her.
Most of the Titans appear to be holding their ground for the most part, but not outright winning either. However, they start to have more problems as some Titans take advantage of the chaos to pursue ulterior motives. Amhuluk wants to fight to claim his desired territory in the Amazon again and travels to the Amazon to fight Behemoth over it and causing a three-way fight between them and the Shinomura colony attacking the region. Meanwhile, in the Hollow Earth, Camazotz reemerges and sends his minions out to devour everything in their path, including the smaller Shinomuras. So Amhuluk and Camazotz become the main antagonists during the second half. Some of the hell swarm attacks the ape lair, and Kong leaves to confront them before they break through. He is able to kill a large number of them, but there are too many for him to handle, forcing him to retreat back into the lair. Several escape into the lair, which Kong is able to kill. When he reunites with his people, he gets more flashbacks of his memories of both Camazotz and Skar King. The attack of the hell swarm reminds him of the invasion Skar King launched against the Hollow Earth and surface world a few years back.
Godzilla travels through oceanic Hollow Earth portals and passes through various ruins of extinct Hollow Earth civilizations along the way. He detects Amhuluk's movements and realizes what he is doing. Godzilla gets really mad, but reluctantly continues on his current path as going back to confront Amhuluk would take up too much time and energy. He makes it into the Hollow Earth and heads over to the ape lair and finishes off the rest of the hell swarm that was still attacking the lair. Afterwards, he charges up his breath and blasts the entrance open again, startling all of the apes. Kong grabs his axe and gets in a defensive position, but after hearing a roar realizes it is Godzilla. He calmly walks into the ape lair, but the other great apes become angry and leave the bunker to mob, surround and harass Godzilla. Godzilla does his best not to escalate tensions, but snaps his jaws, hisses, and sometimes pushes the apes away. Kong roars at the apes and directs them to move away from him. The apes follow his orders and Kong approaches Godzilla. He realizes that he has called on him for help against the Shinomuras. Kong decides to go with Godzilla but does not want to bring Shimo or any of the apes with him. The apes beg for him not to go, and even Shimo seems to cry out for Kong to stay, but he rejects allowing any of his people to put themselves in danger, and he puts Boots in charge while he is away. He says one final goodbye to Suko and leaves with Godzilla.
They have to fight off many smaller Shinomuras while travelling to the surface world while heading for Nevada. Meanwhile, Mothra and the Titan Hunter are already there fighting with the super Shinomura colony. The fight is rather even, but Trapper feels like the fight is going to quicky turn against their favor if they do not get backup soon. Some drones and fighter jets arrive to strike the Shinomura. Eventually, Godzilla and Kong arrive to fight the Shinomura, but Kong notices the Titan Hunter, and has a vision of Skar King, seeing both the Titan Hunter and Skar King as the embodiment of cruelty, destruction, and conquest. Kong attacks the Titan Hunter out of anger, forcing Godzilla to be the one to shove Kong away and break it up. Kong takes a closer look at the Titan Hunter and realizes that it is not the same pilot as the one that hunted Hollow Earth fauna. The Titan Hunter bows to Kong to show he is on the same side and they resume fighting the Shinomura. So, a large portion of the movie would be showing scenes of the Titans fighting the Shinomuras at random intervals, giving a glimpse of what is going on in all of the areas where fights are happening.
Shifting back to Godzilla and Kong's fight, things begin to look grim as more Shinomuras arrive from the Hollow Earth and combine with the supercolony, and Godzilla, Kong, Mothra, and the Titan Hunter begin to struggle against it. Godzilla is still capable of holding some of his ground, while Kong and Mothra are forced to step back as close-range combat is no longer viable. The Titan Hunter gets beaten up really bad and seems to be done for until an ice blast hits the Shinomura. It is Boots, who is riding Shimo, and has gathered the strongest and physically capable apes to help their leader (A fairly large number of fit apes were left behind to care for the elderly and the children). Kong does not know whether to feel happy that his people have his back or mad that they disobeyed his orders but regroups with them regardless and regain their edge against the Shinomura. Then we see more scenes of the other fights going on around the world before Kong's army, Shimo, Godzilla, Mothra, and the Titan Hunter defeat the super Shinomura. While the organic Titans return to the Hollow Earth to finish off the Shinomuras still running around in there, the Titan Hunter lags behind from all of the damage it has sustained, but the pilot persists with helping the Titans.
Back in the Hollow Earth, Godzilla, Mothra, Kong's army, and Shimo run through the Hollow Earth, assisting the local fauna in fighting off the Shinomuras. The Titan Hunter tries its best to follow them and fight off the Shinomuras, but they eventually overwhelm them, forcing the pilot to eject himself. Luckily, a HEAV is nearby and is able to rescue him. Then, a good chunk of the plot would then focus on shifting back between the Hollow Earth fight and the rest of the fights happening on the surface. Kong directs a portion of his army to join Phosphera in defending the Iwi city, which is now under attack by both Shinomuras and Camazotz's minions. Phosphera is close to dying (and eventually does), but the apes are able to kill most of the enemies while the rest retreat. Godzilla and Kong split up, with Kong pursuing Camazotz and Godzilla returning to the surface to confront Amhuluk. Kong leaves Boots in charge of his army and takes a few other trusted friends of his to confront Camazotz, but Shimo follows them, wanting to accompany them. Kong gets more flashbacks of Skar King when he used Shimo to try to execute him, and Kong was unwilling to let Shimo go with them since he did not want to use her for fighting his enemies. Shimo persists and eventually Kong reluctantly lets her join them.
Back on the surface world, Behemoth is not faring well against Amhuluk. The Shinomura colonies in the eastern hemisphere begin to lose the fight and as some of them are killed, the victor Titans travel to regions of the world where they still persist. In South America, however, the Shinomura colonies are still giving the defending Titans a hard time. Behemoth and Amhuluk killed the Shinomura colony, but to Behemoth's dismay, Amhuluk absorbs the remains of the Shinomura colony. It is close to killing Behemoth until Rodan shows up to fight Amhuluk. Rodan quickly gets the upper hand over Amhuluk with his airborne abilities and greater agility. But Amhuluk is not affected that much by Rodan's fiery attacks, as he reinforced his body with fire resistant plants like redwoods. The tables turn on Rodan until Godzilla emerges to fight Amhuluk. So Rodan and Godzilla tag team Amhuluk while Behemoth tries to get the strength to get back up.
Meanwhile, back in the Hollow Earth, Kong, his few trustees, and Shimo are looking for Camazotz and travel through a dark, stormy stretch of rough, mountainous terrain. They find Camazotz in a plateau surrounded by a supercell. They see that Camazotz's minions are feeding him, and he is gaining strength from the radiation that his minions got from hunting Shinomuras. So, Kong, his trustees, and Shimo fight the hell swarm and Camazotz. At this point, the Shinomuras are losing out on the fight with a few large colonies remaining, and Amhuluk and Camazotz become the main threats now. The plot then moves on to showcase some of the final remaining fights between defending Titans and the last Shinomura colonies and see the fights end with the Shinomuras killed. So, the main focus turns to Godzilla's fight, Kong's fight, the fight at the Iwi city barrier, and Boots' crusade to kill the last Shinomuras, which is coming to an end. The fight between Kong and his allies and Camazotz eventually breaks through onto the surface in Canada. Camazotz creates a supercell storm and begins getting an upper hand against Kong and his allies with his new power up. Back in Brazil, Godzilla eventually kills Amhuluk and Rodan and Godzilla both head to Canada. Behemoth gets the strength to get back up.
Back in Canada, Kong and the apes come up with a new strategy to cover their ears with dirt as protection against Camazotz's sonic screams. Kong then tries to do the same with Shimo, but when he does, Shimo does not like the sensation and pushes Kong away. He does not bother trying again and tries to kill all of the minions which are biting him and the apes and causing too much blood loss. Shimo does not fare well against Camazotz despite her size as his cyclone and sonic scream overwhelm her ice breath. Eventually, Mothra emerges to fight him after dealing with the last of the Shinomuras and blasts him with her god rays. Highly stunned and weakened, Kong grabs ahold of Camazotz and notices Rodan approaching to help. He throws him at Rodan's direction, who grabs him with his talons and starts burning him. He holds him in place for Mothra to shoot Camazotz with her webbing. Then Rodan drops Camazotz and Kong finishes him off.
Godzilla arrives onto the scene not long after and shoots his atomic breath to eliminate Camazotz's storm. With all of the hostile Titans dead, Godzilla almost sends the Titans back to sleep, but Mothra approaches him and begins to communicate. The plot then ends with Godzilla returning to Madagascar to take a rest at the coast and watch life as it happens on the island. Kong returns to his people in victory, and they are finally able to leave their lair safely. And Mothra takes over Godzilla's role of balancer, allowing Godzilla to take his well-deserved vacation. This idea of a plotline would mean the movie would be 2 hr 30 min or even 3 hrs so we get the most fighting sequences out of it. I know I glossed over a lot of the human aspects and that I left a lot of the specifics of how a lot of the fights between most of the unseen KOTM Titans would look like, so let me know what your thoughts on this are.

Syria – After the fall of Germany, 9th January 1946 protests erupted in Syria calling for independence, reaching its peak 18th January. France answered by force, eventually killing over a thousand Syrians by January. Shukri al-Quwatli escaped French arrest and contacted Winston Churchill. As the Conference of Foreign Ministers was held in Paris, Syria became a point of discussion also, French military action was condemned by all and by diplomatic means France was forced to retreat from Syria and Lebanon and recognise their independence (15.2.1946). Britain used the crisis to strengthen its influence, however unlike OTL did to directly occupy Syria as events in Syria are at the same time as the Conference in Paris. The British promised the French they would withdraw as well. Syrian independence was officially declared on 14 June 1946.
In 1947 Syria held its first parliamentary election, and a year later Shukri al-Quwatli was re-elected president. Syria had a rocky relationship with neighbouring Hashemite monarchies. Nationalist Quwatli manoeuvred in more and more hostile relations between powers and its interests (US, UK, USSR). Syria opposed the partition of Palestine and co-founded “Arab Liberation Army''. Defeat in Palestine heavily damaged the popularity of Quwatli, he regained some of it by refusing singing of Armistice with Israel (unlike others) and voicing support to anti-American riots (Summer 1949 due to Taft’s recognition of Israel). 28 September 1949 Quwatli demoted army chief Husni al-Za'im and replaced him by Sami al-Hinnawi. Major is shift is that due to American non-intervention the US backed 1949 coup never occurs. Under international pressure an armistice was eventually signed between Syria and Israel in November 1949. No demilitarised zone in Golan Heights as OTL. Syria adopted a neutralist policy, seeking relations both with the British, USSR, India, USA and Yugoslavia, but was most seen as a pro-British state. Syria became close to Egypt after the Egyptian Revolution. In 1952 parliamentary elections brought victory for the oppositional People’s Party and the rise of Ba’ath and SSNP. April 1953 presidential election, as Syrian constitution limited president to two terms, Quwatli handpicked Sabri Al-Asali as his successor.
Egypt – 2-3 November 1945 anti-Jewish riots in Egypt, since it was still during the war, riots were violently put down by the British forces. Since 1946 large anti-British demonstrations and riots. During 1947 negotiations about British withdrawal were held, however collapsed after Winston Churchill’s opposition to withdraw troops as response massive violent anti-British riots erupted (June 1947), forcing Churchill to agree to withdrawal to Suez Canal but keeping there large force, Churchill attempted to sign treaty that would guarantee British presence in Suez, but Egyptians rejected it. By end of 1948, British presence was limited to the Suez area. May to 20 July 1949 (signing of armistice) war in Palestine. After the war anti-British sentiments grew. 3 January 1950 victory of conservative and nationalist Wafd party, Mostafa el-Nahas became the new prime minister. His government refused to push any important reforms and was also very corrupt, further strengthening resentment amongst Egyptian people. Unlike OTL CIA is not attempting to persuade Farouk into reforms (it was codenamed “Fat Fucker” LMAO) 17 November 1951 Nahas unilaterally abrogated the 1936 Anglo-Egyptian treaty, wave of nationalism, Britian refused to leave Suez, tensions escalated into Battle of Ismailia (25 February 1952) – a violent clash between Egyptian militias and British forces. 26 January 1952 news resulted in massive anti-British protests that set Cairo on fire and greatly damaged support of the king and government. Country fell into instability, the government was dismissed and several different ones followed, as in our reality.
The Free Officers Movement (formed already in the 1940s) successfully orchestrated the Egyptian Revolution (23 August 1952). Power was transferred to nine-member Revolution Command Council (RCC), king Farouk abdicated, went into exile and was replaced with regency. RCC launched large scale reforms: land, tax, reducing privileges of government officials. First post-revolutionary prime minister Aly Maher Pasha resigned due to disagreements with the military coming from his traditional political background. He was succeeded by Abd El-Razzak El-Sanhuri, legal scholar promoting transition to civilian rule (10 October). Political parties were purged, however due to Sanhuri’s influence not banned. During spring 1953, conflict between Sanhuri and Naguib escalated. Camps began to develop, one was represented by Naguib and his loyalists who aligned themselves with Muslim Brotherhood, and other headed by Nasser and Sanhuri, aligned with HADITU and Wafd.
Newly created Provisional National Assembly, approved a new secular constitution, Nasser was named president (18 July 1953) with support of Wafd and HADITU. In summer 1953 Muslim Brotherhood started large riots and demonstrations against the new constitution, they gained outside CIA support, as they were sceptical of Nasser’s alliance with HADITU. Power struggle between Naguib, who still had key positions in RCC continued.
Lebanon – 7 June 1946 withdrawal of French forces, independence declared already in 1943. Around 100,000 Palestinians came to Lebanon after the war. In 1951 prime minister Riad Al Solh survived assassination attempt and remained prime minister until 1952, when he was replaced by Chamoun with Saeb Salam. 18 September 1952 first president Bechara El Khoury forced to step down after anti-corruption protests, 23 September Camille Chamoun became president, under his leadership country experience growth and stability. Chamoun also secured the majority of power in his hands.
(Trans)Jordan– Achieved independence 25 November 1946, as in our reality a large number of Palestinian refugees and annexation of the West Bank. 20 July 1951 king Abdullah was assassinated by Palestinian radical. Prior to his assassination Britain unlike OTL supported Abdullah in promoting his other son Naif to become new heir (due to Britain being more anxious about losing influence, rather favouring openly pro-British monarch) Naif is unpopular amongst people due to being seen just as a British puppet. 1 January 1952 new constitution – Hashemite Kingdom of Jordan.
Iraq – Britain wants to maintain military presence in Iraq and Nuri al-Said his power, since 1946 large left-wing protests and strikes, that resulted in massacre of workers. Government instituted severe repression, banning Communist party and arresting many communists, including leadership. 29 March 1947 Salih Jabr became prime minister, under his rule 15 January 1948 Anglo-Iraqi treaty was signed, making Iraq de-facto British protectorate, Iraqi oil controlled by Iraq Petroleum Company. To protest this treaty massive protests erupted – Al-Wathbah uprising – all Iraqi opposition joined – Communist, Independence parties, Liberal and National Democrats. Salih’s government fell, and the prime minister escaped to London, the new government under Nuri responded with martial law and massive crackdowns, numerous massacres. This timeline demonstrations got so intense that in February British troops entered Iraq to “pacify” them. Parties involved unlike OTL were formally banned after 1948 uprising and Nuri consolidated his power and firm support of Britain. In 1948 Constitutional Union Party was formed by Nuri and it became dominant ruling party. Unlike OTL Nuri remained in position of prime minister since 1948 to 1952. After Palestine war, Nuri expelled all Jews from Iraq (1950). Since 1951 terms of treaty were changed with the new Labour government and Iraq got 50% of its oil revenue.
23 September - 23 December 1952 another major protests inspired by Egyptian revolution and Iranian protests erupted – Iraqi Intifada. Nuri was dismissed by regent Abd al-Ilah and replaced by reformist general Taha al-Hashimi (30 September), who negotiated with protestors. However, under British pressure Taha was ousted and replaced by general Nureddin Mahmud (3 December), who instead rejected negotiated terms, started harsh repressions and crushed the uprising. Power was transferred into civilian leadership after the 29 March 1953 unfree election, independent Mustafa Mahmud al-Umari became the new prime minister, while Nuri still controlled the country from the shadows. In May 1953 Faisal II assumed power as king. Since 1952 the idea of unification of Jordan with Iraq was often discussed.
Saudi Arabia – Nothing to change, post-war rise due to finding of oil revenues, US keeps close relations even under Taft. 9 November 1953 reign of king Saud began.
Oman&Muscat – Nothing significant in this period.
Kingdom of Yemen –failed al-Waziri coup attempt, Iman Yahia was killed (17 February 1948), however Ahmad bin Yahya ascended to the throne instead. Autocratic rule. He was opposed to the British.
British Arab Colonies – 1952 Trucial States Council formed, British supervised body.
Iran
Long Iranian Crisis
Occupied by Allied powers in 1943. Western powers are less keen to withdraw from Iran, due to the stronger Soviet Union (and also due to Churchill). According to treaty all troops shall withdraw after 6 months after the war’s end (10 November 1946). This was approved by the Hamburg conference in May 1946. By November thanks to rising suspicions nobody starts doing that (Soviets would stay anyway as they did in our reality, major change is that West stays too). The Iranian Crisis became a key event showing those deep tensions in the early cold war and it was a great mistake to overlook it. Truman doctrine is also connected to Iran.
United Nations Resolutions pushed by Iran tried to deal with the situation (Autumn 1946), however without success. Another point that almost solved this crisis was Ahmad Qavam’s proposal to give Soviet Union oil rights in Northern Iran and official Iranian proclamation wishing withdrawal of all powers, this was approved by Stalin, but rejected by Pahlavi and the West (November 1946), Qavam was dismissed in January 1948 after election, replaced by Ebrahim Hakimi. With that crisis escalated to the creation of the Azerbaijan People's Government (20 February 1947) and Republic of Mahabad (18 March 1947).
Through 1947 Kurdish and Azerbaijan states in Northern Iran started to emancipate and establish popular support. Situation seemed to develop along the lines of Austria, talks stalled after the US occupation of Greenland. With hostile relations between powers in 1948, Iran continued to be a hotspot of tensions. The Pahlavi regime and separatists both obtained military aid.
In March 1949 US troops withdrew from Iran, during the Geneva Conference (September 1949 to May 1950), states agreed to finally withdraw all troops (Soviets agreed presumably to secure their interests in Germany during negotiations), so Soviets and British finally left in March-June 1950. In 1949 also an unsuccessful assassination attempt on Shah took place (4 February 1949), it was blamed on communists and Tudeh Party was banned and communists persecuted.
Beginning of the North Iran War and British-Iranian Treaty
As Soviets finally withdrew, Shah and prime minister Haj Ali Razmara started offensive operations towards the North (31 August 1950), however separatist states were better equipped, because they received Soviet aid in previous years and thus managed to repeal the first offensive. While fighting against what was presented as continuous Soviet occupation, utilizing nationalist wave as redirection of attention of Iranians from it, Razmara signed the AIOC-Iran agreement, which institutionalised British control over Iranian oil (7 March 1951). However, it still created massive resentment, riots and protests that led to violence. During spring 1951 massive opposition against Razmara, who sought to become a strongman leader, emerged, encompassing everyone from Islamists to liberals and communists. The National Front led by Mohammad Mosaddegh became the main opposition platform.
In April Majlis rejected Razmara’s decree granting him de-facto limited dictatorial powers, which he sought to obtain to “restore order”, so it was dissolved by Shah in response (20 April) and Razmara secured power with declaration of martial law, it was met with Ayatollah Kashani calling for holy war against Razmara and the British, leading to another massive wave of upheaval in April-May 1951, that was brutally repressed with many deaths. 9 June 1951 Razmara was assassinated and killed by radical Islamist member of Fadaiyan e-Islam, Hossein Ala was installed by Shah. Pahlavi used this crisis to boost his own power. National Front was banned in July. These events left great resentments in Iranian society against ruling regime. Tudeh started armed insurgency, it was however between 1952-1953 completely crushed. Mosaddegh escaped to France. In late 1952 to early 1953 an election was held to elect new Majlis, it was rigged and all elected were “independents”.
Through 1951 the front moved in favour of Iran, however separatists with Soviet support continued to hold on. After the Iranian-British Treaty, Stalin began to see Iranian re-conquest of the North as danger for the USSR and provided significant aid, leading to stalemate in 1952.
Afghanistan – Nothing significant in this period, tribal revolts in the 1940s.
Libya – Occupied by the UK and France. 1949 UN resolution about its independence, it was achieved 24 December 1951, it became a constitutional monarchy under king Idris I.
Morocco, Tunisia, Algeria – After the Paris Conference of 1952, voices calling for independence are stronger. Tunisian Habib Bourguiba and Farhat Hached entered negotiations with the Thorez government in June 1952, after which France agreed to immediate widespread autonomy Tunisian and pledging to give it full independence before 1954. The same agreement was reached with Moroccan sultan Mohammed V. More difficult situation was in Algeria. Political party calling for independence National Liberation Front was formed 23 April 1952 led by Ferhat Abbas. Negotiations about Algerian status started, in the next month. This topic was too sensitive in France, so agreement was limited to giving Algeria autonomy as part of France for now with further negotiations about independence being open. Algerians were unhappy, as neighbours got a much better deal. Algeria was still de-facto part of metropolitan France, more power was given to the Algerian Assembly, to which a free election was promised to be held in spring 1953.
Cyprus – After the fall of the mainland, the Kingdom of Greece advocated for union. In 1952 an unofficial referendum about unification with Greece, led by Orthodox Church was held, over 80% voted for union. Unlike OTL Britain was supportive of the idea of union (to strengthen the Greek state), but as it was a viable military base, they did not want to retreat.
British India
On 10-20 November 1945 British and Indian leaders met during Simla Conference; these talks stalled due to question of Muslims. Wavell Plan proposed to Churchill by viceroy Wavell, promoted Indianisation and postwar independence, however, was rejected by Churchill (December 1945). During 1946 elections to central administration were held. After Churchill’s victory, the British prime minister (May 1946) replaced Wavell with Louis Mountbatten (5 August 1946). Summer of 1946 was marked by massive protests for independence, mutinies and violence. In Autumn 1946 Cabinet Mission was sent to discuss granting more autonomy and dominion status. Eventually they planned to create one federal state, however it was strongly opposed by the Indian Muslim League. Hindu-Muslim tensions were escalating with 16 January 1947 “Direct Action Day'' massive Muslim riots and violence. In early 1947 provincial elections were held that resulted in victory of INC or IML according to ethnic and religious lines. Results of the provincial elections clearly show opposition towards British rule.
Inspired by events in Burma and Vietnam, Communist Party of India initiated nationwide anti-British “Indian People’s Liberation Uprising” (May 1947 to 1951), its estimated over 150,000 peasants joining it. Its strength shocked Britain, attempting to crush it; the British relied on local militants and Indian forces. In May 1947 Churchill officially announced that British Raj would be transformed into two dominions. Britain established the Radcliffe Commission that established the borders of two dominions (April to August); the demarcation line was published 18 August 1947. Population transfer in Punjab was organised by Britain from August, however mass migration (that started even before partition itself happened) in other provinces shocked British officials, however Britain quickly took over migration and regulated it (thus it is lesser humanitarian catastrophe, but still it is a huge humanitarian catastrophe, estimated from 100 000 deaths to half million), migration lasted from August 1947 to 1950.
1 January 1948 – two British dominions – India and Pakistan came to existence. British forces remained present here, and the British monarch remained its head of state. British officials spoke about “autonomy within the Empire'' while Indians spoke about Independence. The Kashmir deal proposed by India is also pushed by the UK and is successful (in real life Pakistan rejected it) – All of Kashmir is Pakistani, while Pakistan stops claiming Hyderabad, this nullifies the existence of Sino-Indian War.
Dominion of India – Mountbatten remained a powerful governor-general, and the first Indian prime minister became Jawaharlal Nehru. Radical Hindu nationalist assassinated Gandhi as in our reality (30 January 1948) during the first month of creation of divided dominions. 1948-1949 integration of princely states, in some cases with help of communist rebels. Communist rebellion continues as Dominion of India is considered by them just another British colonial state. Nehru successfully passed the Constitution of India (26 January 1951) and expelled British troops. In April 1951 an agreement was reached with communists to end (already weak) uprising and to participate in political life in democratic independent India. 25 June– 21 October 1952 democratic general election was held, victory of INC, compared to our reality CPN get more support. Neutral foreign policy.
Dominion of Pakistan – First Pakistani prime minister Muhammad Ali Jinnah (position of governor-general, that was much more powerful compared to Canada for example, remained in British hands, was held by Cyril Radcliffe) died 11 September 1948, he was succeeded by Liaquat Ali Khan. Pakistan became pro-British oriented, but also established relations with socialist states. Ali Khan wanted Pakistan to become a parliamentary democracy. Muslim League faced major leftist opposition, in March 1951 socialist attempted coup (Rawalpindi conspiracy), which was exposed and failed. He was assassinated 16 October 1951. The British governor general named Malik Ghulam Muhammad as new prime minister. In August 1951 first elections in Pakistan were held, communists and socialists were not allowed to participate, victory of the United Front (East Bengal). Urdu was the only official language, while all eastern part spoke Bengal. In March 1952 Bengali protesters were massacred by police and military. From February to March 1953 large (in reality anti-Ahmadis, this timeline against British rule) riots in Lahore, ended in bloody military crackdown. In the aftermath of riots Cyril Radcliffe was recalled by Attlee and replaced by Frank Messervy.
Burma – After the surrender of the Japanese in April 1946, military rule was reinstated in Burma. On 27 January 1947 British governor Reginald Dorman-Smith ordered the arrest of Aung San, this led into a massive rebellion of the AFPFL (Anti-Fascist People's Freedom League) and its armed wing People's Volunteer Organization with membership over 100,000 which started the Burmese Emergency. Moderates advocated for the governor to release Aung San and start negotiations, however this was shut down by Churchill, who preferred to use force. British forces failed to deal with the uprising and in 1947 large parts of Burma were controlled by AFPFL. During this uprising period and the arrest of Aung San, communist gained substantial influence. Churchill responded with increasing military presence, however after the eruption of another major anti-colonial rebellion in Malaya, British forces were with priority sent there. In 1950 AFPFL defeated colonial forces in several major engagements. Attlee decided to abandon Burma in favour of Malaya, Aung San was released (7 April 1951) and entered negotiations with Attlee, together with other leaders of the war of independence (June-September) and later negotiations between AFPFL and minorities (12 October, Panglong Agreement). Ceasefire and election on 9 March 1952, that resulted in the victory of AFPFL, Aung San became prime minister and officially declared independence of the Union of Burma (10 March 1952).
Aung San became the first prime minister, while Kyaw Nyein the first president. CPB left AFPFL and became the main opposition (Unlike OTL there is no communist insurgency against Burmese government or split in the communist party). Burma focused on social reforms, welfare state and industrialisation. Burma adopted a neutral foreign policy, however inclining more towards socialist bloc, closer relations with Yugoslavia and surprisingly Israel. Burma still has to deal with KMT remnants in the North and Karen insurgency.

So while watching X-Men 97, I think I realized how hard Cyclops got shafted, so I thought of this buff concept. This is for cyclops blue, cause idk about red.

Always Active

• Cyclops gains a +5% attack rating for each #X-Men on the team
• Against #Brotherhood of Mutants, Cyclops gains an additional +3% attack rating
• While blocking, True Accuracy, Strike, Sense and Focus have a -100% ability accuracy

Well-Timed Blocks

• On well-timed blocks against basic attacks, Cyclops has a 60% chance to evade backward and retaliate with a beam attack, inflicinting a passive stun for 3 seconds, which is removed if struck twice. This chance is increased to 100% against skill champions
• This beam refreshes any active concussion and armor break effects
• Evade chance is increased by 5% per active stack of concussion (Max: 95%). Evade chance cannot be increased if fighting a #Robot champion

(Note: this is based off the sick moves he pulls in the first episode, using his beams to control his momentum)

Concussion - Max Stacks: 7

• Unless stated otherwise- concussion effects reduce ability accuracy by 10% and last for 10 seconds
• This is reduced to 4% against #Robot champions
• If a concussion effect is purified by a skill champion, it is replaced with a passive

Beam Attacks

• Beam attacks have a passive True Focus, bypassing miss and evade
• Beam attacks also do a burst of energy damage, increasing for each stack of concussion
• These attacks deal True Damage bypassing armor and resistances

Special Attacks

• On activation, gain an Impact passive for each active stack of concussion
• Gain a prowess passive for each active concussion
• Concussions are paused during Cyclops' special attacks

Special Attack 1 – Optic Blast

• Each hit has a 60% chance to inflict a concussion
• The final hit has a 40% chance to inflict a non-stacking armor break for 10 seconds. This can be inflicted through the block

Special Attack 2 – Vigilance

• Cyclops gains a True Focus buff for 10 seconds
• Detonate all active concussions, dealing a burst of direct damage for each detonation, and replace them with a Plasma passive dealing energy damage over 10 seconds.

Special Attack 3 – I Surrender ... Not

• At the end of this attack, inflict 3 indefinite concussion passives decreasing ability accuracy by 6% each. These are not affected by the stack limit
• Gain an Energize passive until the next time Cyclops reaches 2 bars of power

Signature Ability – Mutant Leadership

• If the opponent has -100% - 70% ability accuracy, Cyclops gains a Fury buff
• For each fight won against a non-#Robot champion, gain a persistent Leadership charge. Each charge increases other #X-Men champions ability accuracy by 2% - 10% (Max: 3)

Synergies

• Professor X: To Me, my X-Men - #X-Men champions on the team gains an increased prowess potency
• White Magneto: Mutant Agenda - Guidance Boost can now be applied to all Mutant champions
• Emma Frost, Psylocke, Phoenix: Telepathic Attraction - #X-Men champions gain Psychic Shielding, and Cyclops is immune to Reverse Controls
• Havok, Cable: Summers Bloodline - Basic attacks have a 15% chance to self-inflict a 0 potency bleed debuff
• Wolverine: Romantic Rival - #X-Men champions have 20% to gain a non-stacking regeneration buff on basic hits, healing 2% of missing health over 5 seconds
• Cyclops (Red): Supremacy - #X-Men champions attacks that deal energy damage have increased critical rating

Final notes: Lots of words, but I really wanted to make a cyclops that's more powerful and kind of utility focused, but with a proper team, he gives a lot of bonuses to other x-men. This is kind of less tune-up and more overhaul style buff, cause there's really nothing in cyclops base kit to tune up :) let me know thoughts if something's too much, to little, any extra suggestions

I am a recent retiree from the Army. I have been interviewed for one position I did not get, and I am looking for pointers on improving my resume. I also use the USA.jobs resume creator when required. I have 15+ years of operations experience up to the Sergeant Major level but also just graduated with an accounting degree with honors. I am trying to leverage my education and experience, but also applying to the fields separately. I keep getting conflicting advice on my resume, so any help is appreciated.
Citizenship: Yes - United States Citizen Security Clearance: Active Secret Clearance Availability: Full-Time/ Permanent
PROFILE SUMMARY
Accomplished leader with over 15 years of experience in operations, strategic planning, and team leadership. Dedicated to driving organizational excellence through dynamic strategies aligned with institutional objectives. Proven track record of adept leadership, fostering cohesive teams, and ensuring timely project delivery. Skilled in problem-solving and communication, adept at identifying and resolving operational challenges. Proficient in fiscal management and cost optimization, resulting in budget-friendly solutions and improved profitability. Experienced in organizational development, enhancing work culture, and boosting employee engagement and retention.
PROFESSIONAL EXPERIENCE
[U.S. Department of the Army](): Senior Operations Manage Operations Sergeant Major 1-314^th Infantry Battalion - Joint Base McGuire-Dix-Lakehurst, NJ April 2022 to Retirement (40 Hours per Week)
~Duties & Related Skills:~

• Trained and supervised staff on financial databases and digital systems crucial for accurate financial record-keeping and daily operations
• Received formal recognition for administrative expertise, driving successful financial operations, and influencing process improvements
• Collaborated with operational partners to facilitate two Army-level training exercises and coordinate financial aspects of all training activities
• Conducted specialized correspondence training for financial and operational staff, enhancing financial reporting accuracy and efficiency
• Identified, remedied, and approved Defense Travel System travel claims, resulting in substantial cost savings and heightened quality assurance in financial processes

U.S. Department of the Army: Senior Operations Manage Future Operations and Planning Lead & First Sergeant Fort Drum Garrison Headquarters & 10^th Mountain Division Headquarters - Fort Drum, NY September 2019 to March 2022 (40 Hours per Week)
~Duties & Related Skills:~

• Provided direct administrative and technical support to senior executives and a team of 15,000 personnel
• Revamped and optimized the future operations staff section, fostering a professional environment focused on organizational enhancement and superior customer service
• Handpicked to lead a planning and future operations cell, surpassing fifteen highly qualified candidates based on proven expertise and exceptional results
• Conceptualized, developed, and implemented standard operating procedures for expeditionary logistics nodes, resulting in considerable time savings for outload and mission command establishment
• Demonstrated mastery in overseeing six digital automation networks and executing senior operational actions for five international training exercises, ensuring seamless mission command
• Successfully planned and executed training exercises involving over 3,000 personnel across a dispersed area spanning 250 miles, achieving a 100% success rate

U.S. Department of the Army: Senior Operations Manage Current Operations Lead & First Sergeant 1-504^th Parachute Infantry Regiment & 82^nd Airborne Division Headquarters - Fort Liberty, NC December 2015 to August 2019 (40 Hours per Week)
~Duties & Related Skills:~

• Supervised division current operations section, enabling rapid worldwide deployment of contingency forces within 18 hours
• Demonstrated effective communication, interpersonal, multitasking, and leadership skills, driving results in dynamic environments
• Maintained precision and diligence in performing duties, consistently delivering accurate results
• Excelled in planning and organizing tasks under adverse conditions with minimal supervision, achieving exceptional outcomes
• Conducted data analysis, program evaluation, and risk management for eleven joint-level exercises, earning formal recognition from executive leadership
• Coordinated real-world deployments, humanitarian missions, international exercises, orders production, emergency responses, casualty affairs operations, and daily correspondence with upper echelons
• Projected an expert proficiency with Microsoft Suite tools, PowerBI, and Tableau.
• Managed a $15 million renovation and transformation of a joint task force operations center, overseeing assets worth over $2.5 million

CIVILIAN EDUCATION
Institute: Southern New Hampshire University Degree: Bachelor of Science – 2024 Major: Accounting Honors: Summa Cum Laude (3.9 GPA)
MILITARY EDUCATION
Basic, Advanced, and Senior Leadership Course U.S. Advanced Airborne School Air and Unit Movement Officer U.S. Air Force Air-load Planner Combat Lifesaver Emergency Medical Technician
CERTIFICATIONS
· U.S. Defense Counterintelligence & Security Agency – DOD Mandatory Controlled Unclassified Information, Awareness & Reporting · U.S. Department of the Army – Information Security Program, Army OPSEC Level 1 · U.S. Department of Defense – Certified OPSEC for EOP Operators/ OPSEC Awareness for Military Members, DoD Employees & Contracto Combating Trafficking in Person for Investigative Professionals/ Combating Trafficking in Person General Awareness/ Combating Trafficking in Persons for Acquisition & Contracting Professionals/ Level 1 Antiterrorism Awareness, Military Occupational Code, Managing your Transition, Financial Planning for Transition, Employment Fundamentals of Career Transition, Identifying & Safeguarding Personally Identifiable Information PII, Introduction to Privacy Act 1, 2, & 3
SPECIALIZED KNOWLEDGE, SKILLS & ABILITIES (KSA)
· Demonstrates comprehensive understanding and proficiency in deployment and mobility operations, including wartime contingency plans and adherence to relevant instructions, regulations, directives, and local operating procedures.
· Proficient in handling classified and/or protected documents, with adeptness in utilizing various automated data management systems.
· Proficient in budget analysis and administration, encompassing knowledge of budgetary methods, practices, policies, procedures, regulations, and precedents, as well as the accounting system for budgetary information.
· Skilled in implementing security methods, rules, regulations, and principles, supporting security administration, resolving security-related issues, and performing diverse security assignments.
· Proficient in providing authoritative consultation and conducting complex training administration, with the ability to assess program needs, evaluate status, and recommend/implement improvement solutions.
· Proficient in applying tact and diplomacy in advising individuals and high-level officials on complex and sensitive issues, related to planning, organizing, and directing functions of small organizations.
· Demonstrates entry-level proficiency in applying basic principles, concepts, and practices of the occupation.
· Effective communication skills in conveying factual and procedural information clearly, both orally and in writing.
· Proficient in assessing and measuring organizational trends, concerns, and needs, identifying gaps in services, and providing recommendations for effective plans and tools.
· Ability to analyze problems, identify significant factors, gather pertinent data, and utilize critical thinking skills to recognize solutions.
· Skilled in conducting one-on-one training, group presentations, and training sessions through oral communication.
· Demonstrates ability to plan, organize work, follow instructions, and manage multiple ongoing projects effectively, with proficiency in locating, assembling, and composing information for reports, inquiries, and limited technical correspondence.
· Proficient in identifying training needs, instructing personnel, and communicating effectively both orally and in writing.
ADDITIONAL DUTIES
Budget Analyst 2022 [– ]()2024 Knowledge Management Officer 2016 – 2018 Digital Master Gunner 2016 – 2018 Army Instructor 2011 – 2013 DTS Authorizing, Certifying, and Reviewing Official 2008 – 2024
AWARDS
Eagle Scout Bronze Star Medal Meritorious Service Medal (4) Army Commendation Medal (6) Army Achievement Medal (5) Army Good Conduct Medal (7) Drill Sergeant Identification Badge Combat Infantryman Badge Expert Infantryman Badge Command Cyber Readiness Award First Army Commanding General Award Friends of Lynn Woods Cyrus M. Tracy Award
ORGANIZATIONAL PARTICIPATION
National Eagle Scout Association Veterans of Foreign Wars National Infantry Association 82^nd Airborne Division Association
VOLUNTEER ACTIVITY
Habitat for Humanity 2022 - Present Salem Hospital 1992 - 1996
EDUCATIONAL FOCUS AREAS
Organizational Leadership, Leadership Communication, Operations Management, Principles of Management, Human Relations in Administration, Principles of Finance, Financial Accounting, Managerial Accounting, Intermediate Accounting I II & III, Advanced Accounting, Cost Accounting, Auditing Principles, Auditing and Forensic Accounting, Financial Statement Analysis, Business Valuation, Federal Taxation, Microeconomics, Macroeconomics, Business Law I & II, Global Business Dimensions, Driving Business Opportunities, Critical Business Skills for Success, Applied Marketing Strategies, Data Analytics for Financial Professionals, Statistics, and Technology in Society.

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Achieving Better Work and Life Balance for Business People
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Cross-cultural Communication and Cultural Intelligence 2.0
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I wrote mini reviews of each arc here, but because there are so damn many arcs, this ended up being a wall of text, despite me trying to keep them short. Feel free to skim or read only what interests you!
--
The episodic nature of Assassin’s Creed: Valhalla means that its narrative is split into chunks. These chunks take place across the many shires of medieval England and vary in terms of length, depth and, well, pointlessness. I thought ranking them would be a fun exercise — a competition of story arcs, all vying for best Viking mini-narrative.
It goes without saying, but I’m about to spoil the whole damn game, so read at your own risk.
--
21. Wincestre
Wincestre is just another Lunden or Jorvik, accept with more Jesus, more King Aelfred and way less… anything worthwhile. This one was just a total nothing-burger of an experience. The fact that it comes so late in the narrative really hurts it, too, because by now you’ve experienced arcs that are a similar traditional Assassin’s Creed city-style that at least aren’t this bad. Aelfred’s turning on Eivor at the end also didn’t feel coherent, convincing or warranted to me. Big miss.
20. Lunden
The smaller, denser cities with multiple targets to track down and ‘social stealth’ options are certainly here to attempt to replicate the traditional AC experience, but Lunden fails to do so meaningfully, and even gets a huge points deduction for being misleading.
The arc is set up to feature twists with Stowe and Ercke (is one a traitor? Will your romancing of Stowe make things complicated?), but after their initial scenes they’re mitigated to what I would hardly even call side characters as Eivor unveils three randos as Order members, kills them and then leaves town. At least there was a cool boss sequence on the river?
19. Snotinghamscire
This arc sees you reunite with Hemmingr Jarl, his son Villi and his compatriot, Trygve. Eivor has an existing relationship with these characters, but the player doesn’t. As a result, nothing that happens with them lands meaningfully.
After Hemmingr passes, this arc boils down to running dull errands to prepare for the burial ceremony. Eivor chooses whether Villi or Trygve will succeed Hemmingr in the end, but the decision is very clear-cut and suggested to the player, lacking the nuance of the game’s other difficult decisions. This arc isn’t memorable, doesn’t concern the main quest, and feels like fluffy filler in the worst way.
18. Jorvik
Another version of the Lunden & Wincestre arcs, Jorvik is stronger than its competitors for presenting the Order members to your face before you deduce who they are. There was nothing shocking about their reveals, but each provided an interesting set piece to navigate during assassinations.
Problematically, the arc sets itself up for Eivor to accuse a traitor, only for her decision to not matter at all. You never get to act on your accusation at Yuletide — the Order member interrupts and attacks the feast no matter who you accuse.
17. Cent
The Cent arc sees Eivor team with Basim to track Fulke. It feels important and part of the main story, but it’s all for naught in the end — you come face-to-face with Fulke in what seems like a meaningful story moment, only for her to run away. Your reward is finding out Sigurd had his arm cut off.
This arc earns some points for getting Fulke screen time and tiptoeing the tightrope of Eivor and Basim’s rocky relationship believably, but certainly can’t be called good. This is because once you pull back the veil, you realize you never advanced the plot and were running in circles for nothing the entire time. At least the other “filler” arcs were forthright about their (lack of) connection to the main story.
16. Jotunheim
This arc has a compelling story to it — Odin running from his fate and bending over backwards to flee from it is interesting, his broken relationship with Loki should be a strong point for the arc, and his moral gray areas (sleeping with a Jotunn, betraying Tyr) certainly make for a complex character’s development.
It has the ingredients of a strong arc, but I just couldn’t shake the why am I doing this feeling I had the entire time. Everything in between Odin’s big moments is a fetch quest and I just felt like I was wasting my life.
This one is weird because on paper it feels like there’s a lot of substance here, but ultimately, I felt nothing while playing it besides contempt for having drank the potion in Ravensthorpe again.
15. Lincolnscire
Heir to the throne Hunwald is exiled from Lincoln and reaches out to Ravensthorpe for help. Eivor tracks down his sickly and dying father and then must cast the deciding vote for whom the new Ealdorman will be after his death.
The game wastes your time with one of Hunwald’s competitors, Aelfgar, (who is a dork) and paints the bishop as evil pretty clearly (he turns out to be an Order member). I suppose this arc could hit hard for someone who accidently put an Order member in charge. For that and for Hunwald at least having a strong drive and personality, this arc earns some marks.
14. Essex
Eivor is brought in to repair a marriage by separating husband and wife naturally without a public divorce. She reunites Ealdorman Birstan with his former lover and sets up a fake public kidnapping to whisk away his wife, Estrid.
I think many would rate this arc far lower than I have here because it is pure side mission nonsense — but for me, this arc stands strong on the backs of convincing and fun characters in Birstan and Estrid, as well as the tangled web of relationships between the two of them, Birstan’s son, and Rollo, Estrid’s former lover.
13. Ledecestrescire
Ledecestre sees the intros of Ivarr, Ubba and Ceowulf. You team up with the sons of Ragnar to help put Ceowulf’s father on the throne in Mercia.
Ledecestrescire earns points for strong, realized characters in the Ragnarsons and Ceowulf, a believable conflict with the Mercian king, as well as the arc’s biggest moment with killing or sparing Leofrith in Tamworth.
12. Asgard
Asgard looks pretty and hits hard when you first arrive. I appreciate Ubi for creating places like Atlantis and Asgard to run around and explore in.
Unfortunately, both felt supremely empty. However, watching Odin fight tooth and nail to run from his fate was satisfying and Loki is aptly deceptive and frustrating. The Builder gave the arc a nice wrinkle, too and climaxed with a nice boss fight.
I spent too much time tracking down tears, but I think if you look at just the main missions here, this is a solid experience in an incredible environment.
11. East Anglia
In this arc, Eivor works alongside Oswald to fend off violent Dane aggressors and claim his leadership role.
Oswald is honorable and likeable — watching him teach the Danes in his court that bravery can reveal itself in more nuanced ways rather than physically was powerful, and giving Eivor the decision to allow Oswald to fight his own battles or fight for him solidified the feeling of fathering Oswald through this arc into manhood and leadership.
I bought into this arc because I felt the story was touching and meaningful and the cast was strong.
10. Vinland
Nothing really happens here aside from hunting down Gorm Kjotveson, but the arc earns major points for how refreshing it is.
I played it late in the story when I was feeling quite a bit of fatigue towards the game and everything about Vinland just landed for me, giving me new energy to actually enjoy what I was doing.
The new landscape is insanely gorgeous and fun to navigate. The stripping down of Eivor’s equipment essentially forces you to start from scratch — but it really makes the four stealth encounters stronger; you have to approach them differently due to being unarmed and unarmored.
The whole thing was a little bit of a reset button for the entire experience of Valhalla and it sorely needed it.
9. Suthsexe
Suthsexe is the meeting with Guthrum and the rising action leading up to defeating Fulke.
The arc is fun, feels impactful as well as meaningful and sees you reunite with all the old friends you’ve made up to this point. Fighting alongside Soma and others was a big positive for me. Storming Fulke’s fort at least included some different mechanics than many forts up to this point, so it felt fresh. Her boss fight in the darkness of the crypts was exceptional, as was her confession sequence.
This arc was mostly good, satisfying fun the whole way through, but didn’t include too much intrigue as the ones ranked above it did.
8. Rygjafylke
Look, I’ll be honest. I’m writing this particular paragraph after completing the game and this opening section was so long ago that I don’t have a great memory of it.
What I do know is that Valhalla opened strongly. I found it all pretty compelling. I remember it being atmospheric, believable and driven by strong characters like Sigurd, Varin, Haytham, Basim and Kyotve. I was bought-in very early and Rygjafylke really got the game off to a strong start.
7. Hamtunscire & Epilogue
Aelfred screen time is a good thing, and this arc earns marks for his badassery in the face of Guthrum, as well as his manipulation of the Dane army. Ally deaths in the battle at Chepeham give the arc meaningful stakes and ratchet up the tension. This arc is brief and straightforward — there’s not much story to it since it’s really just war throughout the whole thing.
Afterwards, Eivor tracks down the final member of the Order and confronts him in a touching sequence over some burnt bread in a small swampy town in the middle of nowhere. It’s a humble conclusion for Aelfred and the swirling epic that was AC: Valhalla.
6. Hordafylke
The return to Norway contains two things: Eivor & Sigurd finding closure with Sigurd’s father, and the two locating “Yggdrasil.”
I quite enjoyed the pit stop with Sigurd’s father, and the entire Yggdrasil sequence was incredibly interesting. It was a refreshing change of pace from what you’ve been doing for the past 100 hours and featured a nice boss fight at the end. No matter which ending you get, the conversation with Sigurd after the dust settles is impactful and weighty.
5. Oxenefordscire
Finally reunited with Sigurd, this is the arc we learn of his obsession with his ancestry and true nature. Eivor’s reaction of discomfort and distrust towards Sigurd’s change is honest and relatable and she must juggle relations between Sigurd and the Thane they are working to put in charge, Gaedric.
Negotiations with King Aelfred are complex and a late intervention from Fulke reveals her true allegiance to the Order and puts Sigurd in enemy hands.
This arc moves the plot along moreso than the last 400 hours you’ve been playing the game, while also establishing and reinterpreting Eivor’s relations with the cast in meaningful ways. It ratchets up the tension of the main quest and narrative, which up to this point had been lagging behind due to a breadth of shire arcs.
4. Glowecestrecire
I’m so surprised to see myself rank this so high — after the first third of the arc, I was considering putting it in dead last. I felt Gunnar’s fiancé’s unintelligible dialogue, the trick-or-treating, the druid encounter, and Eivor’s 400th drunken night of debauchery to be a disrespectful waste of my time this deep (over 80 hours) into the game.
But then the arc turned, with two solid stealth encounters and a stellar boss fight. Navigating the Aelfwood was a gorgeous thrill and the confrontation with Modran is atmospheric and a fantastically fresh take on the typical Valhalla boss or mini boss fight.
When I decided to focus-up on the story and let the Celtic and Welsh mythos shine, the arc became a terrestrial fever dream of satisfying magic, intrigue and character interactions.
3. Grantebridgescire
Eivor looks to ally with Soma, the leader of Grantebridge, but her town’s just been sacked from the inside by a traitor. After saving her three companions in the thick river bogs, you take back Grantebridge and then embark on an investigation to discover the rat.
Its the investigation that makes the whole arc. It has a slew of clues, nuance and red herrings to consider. One of its strengths is how open ended the investigation is — you can follow the quest markers, but talking to the town’s people and hunting down the yellow-painted ship is up to you (at least I think, I played on the most ‘difficult’ exploration setting).
This arc earns big points because the investigation matters — you have to tell Soma to kill one of her closest friends and then watch her do it, living with your right or wrong decision.
2. Eurvicscire
Finally meeting the third of the famed Ragnarson’s, Eivor finds Halfdan a paranoid soul, waxing poetic about friendship and treason. The arc balances the two on a blade’s edge to tremendous effect.
Halfdan believes he has a traitor in his midst and the main culprit is his right-hand man, Faravid.
Faravid's dialogue is expertly written to feign allegiance to Halfdan, but never reveal too much of his true nature. Eivor’s wavering relationship and trust with him are complex and the Wolf-Kissed can lie to both him and Halfdan depending on dialogue choice. Every decision feels like it carries weight. It’s this ambiguity that makes the arc compelling and gives the decisions importance.
This arc could feel disconnected (it’s not part of the main plot and Halfdan doesn’t appear in the late game, no matter your decision) and thus appear as pointless fluff, but I won’t fault it for that. As a self-contained story, this was flat-out interesting and kept me in anticipation of the next reveal or twist. Imagery and foreshadowing, red-herrings, and great atmosphere all make for an engaging and compelling experience. I only wish every shire arc could’ve reached these heights.
1. Sciropscire
Sciropescire’s strengths come somewhat from the arcs that came before it, as it sees Eivor quickly reunited and working with Ivarr and Ceowulf. Your preexisting relationship with both gives this arc an advantage over others where it doesn’t have to establish too much all at once, as well as it starting off with you already having a personal connection of some sort with the main cast. Still, each set piece here is strong enough on its own –

1. Eivor & co. join to negotiate peace with King Rhodri. She can offer 600 silver to whomever she chooses to try and quell the peace talks. Each option is mired in obscurity, has obvious pros and cons, and plenty of uncertainty. It felt impactful, difficult and nuanced.
2. After peace talks go sour with Ivarr’s outburst, Eivor, Ivarr and Ceowulf sack a village under Rhodri’s control. It’s brutal and takes a long time to burn (on purpose!). You then fight a huge party of Rhodri’s men. The whole scene feels vile, over the top and harsh (on purpose!).
3. The twist is that Ivarr kills Ceowulf in cold blood to earn himself the opportunity to get his own revenge on Rhodri — only revealed after you sack Rhodri’s fort (after reaching peace with him). A brutal blood eagle from Ivarr and the game’s best boss fight ensue.

It’s close between the top 3, but this is the best arc in the game, for me.
For once, the game forces you to face the trail of bloodshed and destruction your ‘pacifying’ of England has left in your wake. Additionally, the ambiguous decision-making process in negotiating peace, the brutal village burning sequence, the tangled web of Ivarr’s relationships and motivations, the twists of the peaceful alliance and Rhodri’s fate, and finally, the Ivarr boss fight are just too good all in tandem to not take first place.
--
I’m conflicted looking back on these.
There’s many that feel even more empty than I remember them being now that I draft them as text. However, a surprising number of highly-rated arcs aren’t actually part of the main quest.
Ultimately, I’m left bewildered at the scale and scope of the epic that this game took me on. I was so fatigued by the end of it, but in hindsight so happy I completed it.

Nursing assignment writers cover a wide range of topics to help nursing students understand different aspects of healthcare. These topics are like pieces of a puzzle that come together to create a bigger picture of nursing practice. Let's explore some of these topics in more detail:

1. Patient Care: Nursing assignment writers often discuss patient care, which includes topics like bedside manner, administering medication, and monitoring vital signs. They teach students how to provide compassionate care while ensuring patient safety.
2. Health Promotion: Another important topic is health promotion, where writers explain strategies for promoting healthy behaviors and preventing illness. This might include discussions on nutrition, exercise, and disease prevention techniques.
3. Medical Conditions: Nursing assignment writers also cover various medical conditions, such as diabetes, heart disease, and mental health disorders. They help students understand the causes, symptoms, and treatment options for different illnesses.
4. Nursing Ethics: Ethics is a crucial aspect of nursing practice, and writers often delve into topics related to ethical decision-making, patient confidentiality, and professional conduct. They help students navigate complex ethical dilemmas they may encounter in their careers.
5. Evidence-Based Practice: Nursing assignment writers emphasize the importance of evidence-based practice, which involves using research findings to inform clinical decisions. They teach students how to critically evaluate research studies and apply evidence-based interventions in patient care.
6. Nursing Theory: Understanding nursing theory is essential for students to develop a solid foundation in nursing practice. Writers explain different nursing theories and their applications in clinical settings, helping students understand the underlying principles of nursing care.
7. Leadership and Management: Nursing assignment writers also cover topics related to leadership and management in healthcare settings. This may include discussions on delegation, conflict resolution, and quality improvement initiatives.
8. Cultural Competence: In today's diverse healthcare environment, cultural competence is essential for providing patient-centered care. Writers discuss topics related to cultural awareness, sensitivity, and competence, helping students learn how to effectively communicate and collaborate with patients from diverse backgrounds.
9. Legal Issues in Nursing: Nursing assignment writers address legal issues relevant to nursing practice, such as informed consent, documentation, and professional liability. They help students understand their legal responsibilities and how to practice within the boundaries of the law.
10. Professional Development: Finally, writers cover topics related to professional development, including continuing education, certification, and career advancement opportunities. They help students prepare for lifelong learning and growth in their nursing careers.

In summary, nursing assignment writers cover a diverse range of topics to provide comprehensive support to nursing students. By addressing these topics in their assignments, writers help students develop the knowledge, skills, and competencies needed to excel in their future nursing careers.

How would you answer these interview questions for a teacher leadership position?
Give an example of a time you received pushback and how you responded.
What organizational tools do you use to prepare and support collaborative planning?
What strategies do you use to effectively work with admin?
How would you measure a successful lesson based on observation?

(Taking assumptions that most people start in relatively UI heavier role)
I am currently in lead/principal role and have not needed portfolio for a while (not beyond simple presentation deck) but recently was asked for interview for which I did somehow nicer one but still just effective conveyor of information without frills. It did not workout mostly because mis alignment of expectations.
So I was thinking it was about time I move out country and try something else. So I started doing some designs and while not bad when I looked on it it was just keep coming up only "good" or boring - not bad but you know not enough for this level of experience. I realised I kinda got deformed by working in automotive industry chanting usability safety mantra I kinda stopped being creative visually - which was shocking as early of my career was being visual exploration machine.
Did anyone else experienced this decline due to more leadership role and producing more systematic designs? Any tips and tricks for someone who wants to practice but kinda dont want to do the usual fake tasks around the internet - they just generally dont offer much of a depth or interesting target audience or hardware. Currently I am scavenging failed old pitches and proposals and trying to take them further but eventually. Of course the case studies
I was thinking it would be awesome if there was easily reachable volunteer opportunities or early stratups that would let you practice for free or cheap or whatever without much commitment. Anyone wants to starts HMI related usability focused design system and principles side gig maybe?
(also yes I sound bit lazy, in sense, because I am or rather my main development is in other direction kinda)
Cheers

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