Moreover, one of the key successes of the Blitzkrieg was its use of FM radios – these enabled the forces that had broken through the lines to inform support units as to their progress and relay information on what was behind enemy lines. This superior intelligence was a crucial tool at the German’s disposal and allowed them to perform far more organised assaults on the enemy. The communication technology promoted quick, decentralised decision-making that was key to this speed focused approach.
As discrimination against Jews increased, German law required a legal definition of a Jew and an Aryan. Promulgated at the annual Nazi Party rally in Nürnberg on September 15, 1935, the Nürnberg Laws—the Law for the Protection of German Blood and German Honour and the Law of the Reich Citizen—became the centrepiece of anti-Jewish legislation and a precedent for defining and categorizing Jews in all German-controlled lands. Marriage and sexual relations between Jews and citizens of “German or kindred blood” were prohibited. Only “racial” Germans were entitled to civil and political rights. Jews were reduced to subjects of the state. The Nürnberg Laws formally divided Germans and Jews, yet neither the word German nor the word Jew was defined. That task was left to the bureaucracy. Two basic categories were established in November: Jews, those with at least three Jewish grandparents; and Mischlinge (“mongrels,” or “mixed breeds”), people with one or two Jewish grandparents. Thus, the definition of a Jew was primarily based not on the identity an individual affirmed or the religion he or she practiced but on his or her ancestry. Categorization was the first stage of destruction.
The Allied offensive in central France, spearheaded by armored units from George S. Patton's Third Army, used breakthrough and penetration techniques that were essentially identical to Guderian's prewar "armoured idea." Patton acknowledged that he had read both Guderian and Rommel before the war, and his tactics shared the traditional cavalry emphasis on speed and attack. A phrase commonly used in his units was "haul ass and bypass."
Nolte's views were widely denounced. The debate between the "specifists" and "universalists" was acrimonious; the former feared debasement of the Holocaust and the latter considered it immoral to hold the Holocaust as beyond compare. In her book Denying the Holocaust (1993), Deborah Lipstadt viewed Nolte's position as a form of Holocaust denial, or at least "the same triumph of ideology over truth". Addressing Nolte's argument, Eberhard Jäckel wrote in Die Zeit in September 1986 that "never before had a state, with the authority of its leader, decided and announced that a specific group of humans, including the elderly, women, children and infants, would be killed as quickly as possible, then carried out this resolution using every possible means of state power".[h] Despite the criticism of Nolte, Dan Stone wrote in 2010 that the Historikerstreit put "the question of comparison" on the agenda. He argued that the idea of the Holocaust as unique has been overtaken by attempts to place it within the context of early-20th-century Stalinism, ethnic cleansing, and the Nazis' intentions for post-war "demographic reordering", particularly the Generalplan Ost, the plan to kill tens of millions of Slavs to create living space for Germans. The specifist position continued nevertheless to inform the views of many specialists. Richard J. Evans argued in 2015:
In early April 2009, a carbon copy of one version of the list was discovered at the State Library of New South Wales by workers combing through boxes of materials collected by author Thomas Keneally. The 13-page document, yellow and fragile, was filed among research notes and original newspaper clippings. The document was given to Keneally in 1980 by Pfefferberg when he was persuading him to write Schindler's story. This version of the list contains 801 names and is dated 18 April 1945; Pfefferberg is listed as worker number 173. Several authentic versions of the list exist, because the names were re-typed several times as conditions changed in the hectic days at the end of the war.
The biggest mistakes made by most companies is that they have just one department (usually product and engineering) that puts Blitzkrieg tactics into practice. Most development teams now operate in sprints, deliver incremental customer value and use estimation methods to frequently update plans. However, very few companies have marketing or sales departments mirroring these methods, which leads to having parts of companies operating out-of-sync, at different paces and on disparate roadmaps. As demonstrated by the Germans during WWII, synchronization acts like a force multiplier, and today it can make the difference for companies competing in crowded markets.
Killing on a mass scale using gas chambers or gas vans was the main difference between the extermination and concentration camps. From the end of 1941, the Germans built six extermination camps in occupied Poland: Auschwitz II-Birkenau, Majdanek, Chełmno, and the three Operation Reinhard camps at Belzec, Sobibor, and Treblinka II. Maly Trostenets, a concentration camp in the Reichskommissariat Ostland, became a killing centre in 1942. Gerlach writes that over three million Jews were murdered in 1942, the year that "marked the peak" of the mass murder of Jews. At least 1.4 million of these were in the General Government area of Poland.
The crematoria consisted of a dressing room, gas chamber, and furnace room. In crematoria II and III, the dressing room and gas chamber were underground; in IV and V, they were on the ground floor. The dressing room had numbered hooks on the wall to hang clothes. In crematorium II, there was also a dissection room (Sezierraum). SS officers told the victims they were to take a shower and undergo delousing. The victims undressed in the dressing room and walked into the gas chamber, which was disguised as a shower facility; signs in German said "To the baths" and "To disinfection". Some inmates were even given soap and a towel.
In October 1944, the 'Sonderkommando' crew crematoria IV revolted and destroyed the crematories. In November Himmler ordered gassings to stop, and a 'cleanup' operation was inaugurated to conceal traces of the mass murder. In January 1945, the Germans evacuated 58,000 prisoners who could walk. They left behind in the main camp, Birkenau and in Monowitz about 7,000 sick or incapacitated who they did not expect would live for long.
Also that November, Schindler was introduced to Itzhak Stern, an accountant for Schindler's fellow Abwehr agent Josef "Sepp" Aue, who had taken over Stern's formerly Jewish-owned place of employment as a Treuhander (trustee). Property belonging to Polish Jews, including their possessions, places of business, and homes were seized by the Germans beginning immediately after the invasion, and Jewish citizens were stripped of their civil rights. Schindler showed Stern the balance sheet of a company he was thinking of acquiring, an enamelware factory called Rekord Ltd[a] owned by a consortium of Jewish businessmen that had filed for bankruptcy earlier that year. Stern advised him that rather than running the company as a trusteeship under the auspices of the Haupttreuhandstelle Ost (Main Trustee Office for the East), he should buy or lease the business, as that would give him more freedom from the dictates of the Nazis, including the freedom to hire more Jews.