On 19 November 1942, the Red Army launched Operation Uranus, a two-pronged attack targeting the weaker Romanian and Hungarian armies protecting the German 6th Army's flanks. The Axis forces on the flanks were overrun and the 6th Army was cut off and surrounded in the Stalingrad area. Adolf Hitler ordered that the army stay in Stalingrad and make no attempt to break out; instead, attempts were made to supply the army by air and to break the encirclement from the outside. Heavy fighting continued for another two months. By the beginning of February 1943, the Axis forces in Stalingrad had exhausted their ammunition and food. The remaining units of the 6th Army surrendered. The battle lasted five months, one week and three days. Show less
In 1939, shortly after the war began, the Germans initiated the T4 Program—framed euphemistically as a “euthanasia” program—for the murder of intellectually or physically disabled and emotionally disturbed Germans who by their very existence violated the Nazi ideal of Aryan supremacy. They were termed “life unworthy of life.” An economic justification was also employed as these Germans were considered “useless eaters.” The Nazis pioneered the use of gas chambers and mass crematoria under this program. The murder of the disabled was the training ground for key personnel who were to later staff the death camps of Aktion Reinhard. The German public protested these murders. The Roman Catholic bishop of Münster, Clemens August, Graf von Galen, preached against them, and the T4 program was formally halted. Nonetheless, the murder and sterilization of these German “Aryans” continued secretly throughout the war.
It is badly lighted, full of draughts, with the brick floor covered by a layer of mud. The water is not drinkable; it has a revolting smell and often fails for many hours. The walls are covered by curious didactic frescoes: for example, there is the good Häftling [prisoner], portrayed stripped to the waist, about to diligently soap his sheared and rosy cranium, and the bad Häftling, with a strong Semitic nose and a greenish colour, bundled up in his ostentatiously stained clothes with a beret on his head, who cautiously dips a finger into the water of the washbasin. Under the first is written: "So bist du rein" (like this you are clean), and under the second, "So gehst du ein" (like this you come to a bad end); and lower down, in doubtful French but in Gothic script: "La propreté, c'est la santé" [cleanliness is health].
I have visited Auschwitz-Birkenau five times over seven years. The Main Camp offers graphic examples of man's cruelty to man (such as the hair exhibit in Block 5). Don't forget to witness the antechambers of hell in Block 11. It is Birkenau, however,which offers the true measure of the cost of following a tyrant into his madness. Enter the main gate and visit the womens' camp (to your left) and the primitive horror of Block 25. Follow the ramp to the monument and witness the ruins of Kremas II and III, Just beyond the sauna, turn left to the mass graves surrounding Bunker 2/5 and return to that corner, this time straight to the ruins of Kremas IV and V. Stand in front of the sauna and witness the vast expanse of hatred that fuels genocide. Auschwitz-Birkenau was God's test of our humanity - we failed!
In order to protect the tanks, and secure the areas penetrated by the German army, motorized infantry would accompany tanks into battle. The Germans believed the only way to defeat an enemy force was to cut it off. Cutting it off required superior mobility relative to the enemy force. The introduction of mechanical means on the battlefield provided the Germans the answer to the deadlocks common in WWI. Tanks and other armored vehicles gave the German Army the ability to force the enemy to react to their new found mobility.
——— (2015). "Is the "Final Solution" Unique?". The Third Reich in History and Memory. London: Abacus. ISBN 978-0-349-14075-9. Revised and extended from Richard Evans (2011). "Wie einzigartig war die Ermordung der Juden durch die Nationalsocialisten?" in Günter Morsch and Bertrand Perz (eds). Neue Studien zu nationalsozialistischen Massentötungen durch Giftgas: Historische Bedeutung, technische Entwicklung, revisionistische Leugnung. Berlin: Metropol Verlag, pp. 1–10. ISBN 9783940938992
France had approximately 300,000 Jews, divided between the German-occupied north and the unoccupied collaborationist southern areas under the Vichy regime. The occupied regions were under the control of a military governor, and there, anti-Jewish measures were not enacted as quickly as they were in the Vichy-controlled areas. In July 1940, the Jews in the parts of Alsace-Lorraine that had been annexed to Germany were expelled into Vichy France. Vichy France's government implemented anti-Jewish measures in French Algeria and the two French Protectorates of Tunisia and Morocco. Tunisia had 85,000 Jews when the Germans and Italians arrived in November 1942. An estimated 5,000 Jews were subjected to forced labor.
Among the key revelations in Crowe’s book: Oskar Schindler did not write out a list of people to save, he didn’t break down in tears because he thought he could have saved more people, and it is unlikely he experienced a defining moment, such as seeing a girl in a red coat, that led to his decision to save the lives of his Jewish workers. Steven Spielberg’s movie Schindler’s List, while important, impressive and admirable in many ways, took creative license on these and other issues.
Companies operate in a very similar fashion to military units when it comes to org structures. The army has specialized divisions. Businesses have departments. But instead of focusing on infantry, air or supplies, companies focus on engineering, product, marketing and so on. And the core thing that an executive needs to learn from the application of Blitzkrieg is that all departments need to be synchronized in order for the maneuver to succeed. It may sound obvious considering most executives are familiar with agile methodologies, and more than 70% of companies consider themselves nimble in their approach. Often, however, the actions taken by these same companies contradict how they perceive themselves.
Slovak rabbi Michael Dov Weissmandl was the first to suggest, in May 1944, that the Allies bomb the rails leading to Auschwitz. At one point British Prime Minister Winston Churchill ordered that such a plan be prepared, but he was told that precision bombing the camp to free the prisoners or disrupt the railway was not technically feasible.[not in citation given] In 1978, historian David Wyman published an essay in Commentary entitled "Why Auschwitz Was Never Bombed", arguing that the United States Army Air Forces had the capability to attack Auschwitz and should have done so; he expanded his arguments in his book The Abandonment of the Jews: America and the Holocaust 1941–1945 (1984). Wyman argued that, since the IG Farben plant at Auschwitz III had been bombed three times between August and December 1944 by the US Fifteenth Air Force in Italy, it would have been feasible for the other camps or railway lines to be bombed too. Bernard Wasserstein's Britain and the Jews of Europe (1979) and Martin Gilbert's Auschwitz and the Allies (1981) raised similar questions about British inaction. Since the 1990s, other historians have argued that Allied bombing accuracy was not sufficient for Wyman's proposed attack, and that counterfactual history is an inherently problematic endeavor.
Schwerpunktprinzip was a heuristic device (conceptual tool or thinking formula) used in the German army since the nineteenth century, to make decisions from tactics to strategy about priority. Schwerpunkt has been translated as centre of gravity, crucial, focal point and point of main effort. None of these forms is sufficient to describe the universal importance of the term and the concept of Schwerpunktprinzip. Every unit in the army, from the company to the supreme command, decided on a Schwerpunkt through schwerpunktbildung, as did the support services, which meant that commanders always knew what was most important and why. The German army was trained to support the Schwerpunkt, even when risks had to be taken elsewhere to support the point of main effort. Through Schwerpunktbildung, the German army could achieve superiority at the Schwerpunkt, whether attacking or defending, to turn local success at the Schwerpunkt into the progressive disorganisation of the opposing force, creating more opportunities to exploit this advantage, even if numerically and strategically inferior in general. In the 1930s, Guderian summarised this as "Klotzen, nicht kleckern!" ("Kick, don't spatter them!").
While concentration camps were meant to work and starve prisoners to death, extermination camps (also known as death camps) were built for the sole purpose of killing large groups of people quickly and efficiently. The Nazis built six extermination camps, all in Poland: Chelmno, Belzec, Sobibor, Treblinka, Auschwitz, and Majdanek. (Auschwitz and Majdanek were both concentration and extermination camps.)
The Blitzkrieg was fundamentally about moving away from the tried and tested methods of modern warfare and creating a new, more effective doctrine. To that end, Hitler had given his full backing to Guderian. Ironically, he had got his idea for Blitzkrieg from two officers – one from France and one from Britain and he had copied and broadened what they had put on paper. In Britain and France, however, the cavalry regiments ruled supreme and they were adamant that the tanks would not get any influence in their armies. The High Commands of both countries were dominated by the old traditional cavalry regiments and their political pull was great. These were the type of officers despised by Hitler and he took to his Panzer officer, Guderian, over the old officers that were in the German Army (the Wehrmacht).
Schindler's ties with the Abwehr and his connections in the Wehrmacht and its Armaments Inspectorate enabled him to obtain contracts to produce enamel cookware for the military. These connections also later helped him protect his Jewish workers from deportation and death. As time went on, Schindler had to give Nazi officials ever larger bribes and gifts of luxury items obtainable only on the black market to keep his workers safe. Bankier, a key black market connection, obtained goods for bribes as well as extra materials for use in the factory. Schindler himself enjoyed a lavish lifestyle and pursued extramarital relationships with his secretary, Viktoria Klonowska, and Eva Kisch Scheuer, a merchant specialising in enamelware from DEF. Emilie Schindler visited for a few months in 1940 and moved to Kraków to live with Oskar in 1941.