Although effective in quick campaigns against Poland and France, blitzkrieg could not be sustained by Germany in later years. Blitzkrieg strategy has the inherent danger of the attacking force overextending its supply lines, and the strategy as a whole can be defeated by a determined foe who is willing to sacrifice territory for time in which to regroup and rearm, as the Soviets did on the Eastern Front. Tank and vehicle production was a constant problem for Germany; indeed, late in the war many panzer "divisions" had no more than a few dozen tanks. As the end of the war approached, Germany also experienced critical shortages in fuel and ammunition stocks as a result of Anglo-American strategic bombing. Although production of Luftwaffe fighter aircraft continued, they would be unable to fly for lack of fuel. What fuel there was went to panzer divisions, and even then they were not able to operate normally. Of those Tiger tanks lost against the United States Army, nearly half of them were abandoned for lack of fuel.
The courtyard between blocks 10 and 11, known as the "death wall" served as an execution area for Poles not in Auschwitz who had been sentenced to death by a criminal court—presided over by German judges—including for petty crimes such as stealing food. Several rooms in block 11 were deemed the Polizei-Ersatz-Gefängnis Myslowitz in Auschwitz ("Alternative jail of the police station at Mysłowice"). There were also Sonderbehandlung cases ("special treatment") for Poles and others regarded as dangerous to the Third Reich. Members of the camp resistance were shot there, as were 200 of the Sonderkommandos who took part in the Sonderkommando revolt in October 1944. Thousands of Poles were executed at the death wall; Höss wrote that "execution orders arrived in an unbroken stream".
In a blitzkrieg, tanks and troop-transport vehicles were concentrated, and massive attacks by dive bombers were conducted on enemy front-line positions. When these forces had broken through, they continued deep into enemy territory, encircling and cutting off the enemy. The techniques were first developed by the German army late in World War I in an effort to overcome static trench warfare, but the Germans lacked the mobility to succeed. Between the wars, armored tactics were further developed by Basil Liddell Hart and J. F. C. Fuller in Britain, Charles de Gaulle in France, and Heinz Guderian in Germany. Made chief of German mobile troops in 1938, Guderian led the drive across France in 1940.
On November 12, 1938, Field Marshal Hermann Göring convened a meeting of Nazi officials to discuss the damage to the German economy from pogroms. The Jewish community was fined one billion Reichsmarks. Moreover, Jews were made responsible for cleaning up the damage. German Jews, but not foreign Jews, were barred from collecting insurance. In addition, Jews were soon denied entry to theatres, forced to travel in separate compartments on trains, and excluded from German schools. These new restrictions were added to earlier prohibitions, such as those barring Jews from earning university degrees, from owning businesses, or from practicing law or medicine in the service of non-Jews. The Nazis would continue to confiscate Jewish property in a program called “Aryanization.” Göring concluded the November meeting with a note of irony: “I would not like to be a Jew in Germany!”
Whether you are just beginning to learn about the Holocaust or you are looking for more in-depth stories about the subject, this page is for you. The beginner will find a glossary, a timeline, a list of the camps, a map, and much more. Those more knowledgeable about the topic will find interesting stories about spies in the SS, detailed overviews of some of the camps, a history of the yellow badge, medical experimentation, and much more. Please read, learn, and remember.
Oskar Schindler did not create “Schindler’s List.” In 1944, with Germany threatened militarily, exterminating Jews increased in many places, but a strategy to move factories deemed vital to the war effort also emerged. Oskar Schindler convinced German authorities his factory was vital and that he needed trained workers. But Schindler did not author or dictate the list of who would go on the transport, as was dramatically depicted in the Steven Spielberg film.
By the spring of 1942, the Nazis had established six killing centers (death camps) in Poland: Chelmno (Kulmhof), Belzec, Sobibor, Treblinka, Maidanek and Auschwitz. All were located near railway lines so that Jews could be easily transported daily. A vast system of camps (called Lagersystem) supported the death camps. The purpose of these camps varied: some were slave labor camps, some transit camps, others concentration camps and their subcamps, and still others the notorious death camps. Some camps combined all of these functions or a few of them. All the camps were intolerably brutal.
A hedonist and gambler by nature, Schindler soon adopted a profligate lifestyle, carousing into the small hours of the night, hobnobbing with high ranking SS-officers, and philandering with beautiful Polish women. Schindler seemed to be no different from other Germans who had come to Poland as part of the occupation administration and their associates. The only thing that set him apart from other war-profiteers, was his humane treatment of his workers, especially the Jews.
With the appointment in January 1933 of Adolf Hitler as Chancellor of Germany, and the establishment of the Third Reich, German leaders proclaimed the rebirth of the Volksgemeinschaft ("people's community"). Nazi policies divided the population into two groups: the Volksgenossen ("national comrades") who belonged to the Volksgemeinschaft, and the Gemeinschaftsfremde ("community aliens") who did not. Enemies were divided into three groups: the "racial" or "blood" enemies, such as the Jews and Roma; political opponents of Nazism, such as Marxists, liberals, Christians, and the "reactionaries" viewed as wayward "national comrades"; and moral opponents, such as gay men, the work shy, and habitual criminals. The latter two groups were to be sent to concentration camps for "re-education", with the aim of eventual absorption into the Volksgemeinschaft. "Racial" enemies could never belong to the Volksgemeinschaft; they were to be removed from society.
Germany’s plans to attack the USSR were heavily influenced by Adolf Hitler’s racist, anti-Semitic and anti-Bolshevik postulates, which he had largely formulated much earlier in his agenda-setting book Mein Kampf. Joseph Stalin failed to fully take into account the highly ideological nature of Hitler’s political and military-strategic thinking; this led to mistakes in interpreting the Third Reich’s plans vis-a-vis the Soviet Union.
While the labour camps at Auschwitz and Majdanek used inmates for slave labour to support the German war effort, the extermination camps at Belzec, Treblinka, and Sobibor had one task alone: killing. At Treblinka a staff of 120, of whom only 30 were SS (the Nazi paramilitary corps), killed some 750,000 to 925,000 Jews during the camp’s 17 months of operation. At Belzec German records detail a staff of 104, including about 20 SS, who killed some 500,000 Jews in less than 10 months. At Sobibor they murdered between 200,000 and 250,000. These camps began operation during the spring and summer of 1942, when the ghettos of German-occupied Poland were filled with Jews. Once they had completed their missions—murder by gassing, or “resettlement in the east,” to use the language of the Wannsee protocols—the Nazis closed the camps. There were six extermination camps, all in German-occupied Poland, among the thousands of concentration and slave-labour camps throughout German-occupied Europe.
Revisionism must not be taken to extremes. German operational successes in the early years of World War II were by no means the product of sheer good fortune. But neither did they reflect a coherent, planned approach to the diplomatic, economic, and military challenges that after 1918 confronted a state unwilling to accept the consequences of its defeat in World War I. What are commonly called blitzkrieg operations developed out of experiences gained on the field between 1939 to 1941. In that sense blitzkrieg is best understood as a post facto construction for explaining a complex structure of events and ideas.
Initially Göth's plan was that all the factories, including Schindler's, should be moved inside the camp gates. However, Schindler, with a combination of diplomacy, flattery, and bribery, not only prevented his factory from being moved, but convinced Göth to allow him to build (at Schindler's own expense) a subcamp at Emalia to house his workers plus 450 Jews from other nearby factories. There they were safe from the threat of random execution, were well fed and housed, and were permitted to undertake religious observances.
After the SS re-designated Plaszow as a concentration camp in August 1943, Schindler persuaded the SS to convert Emalia into a subcamp of Plaszow. In addition to the approximately 1,000 Jewish forced laborers registered as factory workers, Schindler permitted 450 Jews working in other nearby factories to live at Emalia as well. This saved them from the systematic brutality and arbitrary murder that was part of daily life in Plaszow.
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.
In Autumn 1943, the camp administration was reorganized following a corruption scandal. By the end of 1943, the prisoner population of Auschwitz main camp, Birkenau, Monowitz and other sub-camps was over 80,000: 18,437 in the main camp, 49,114 in Birkenau, and 13,288 at Monowitz where I G Farben had its synthetic rubber plant. Up to 50,000 prisoners were scattered around 51 sub-camps such as Rajsko, an experimental agricultural station, and Gleiwitz, a coal mine (see The List of the Camps for a complete list of those sub-camps).
Schlieffen's ideas were largely aimed at operational-level leaders, that is, the commanders of Germany's divisions and army corps. The biggest problems in World War One, however, were at the lower, tactical level. And the German solution to these problems was to apply Schlieffen's operational principles to small units as well as to large ones. Thus, by decentralising command and by increasing the firepower of the infantry, they created a large number of platoon-sized units capable of independent action on the battlefield.
Treatment inside the concentration camps were horrible. Prisoners were given tiny rations of food and forced into physical labor. They often slept more than three to a bed without pillows or blankets, even in the winter months. In many concentration camps, Nazi doctors conducted medical experiments on prisoners against their will, in many cases killing the prisoners in the process.
At Auschwitz I, the majority of the complex has remained intact. The architecture of the camp consisted mostly of pre-existing buildings converted by the Nazis to serve new functions. The preserved architecture, spaces and layout still recall the historical functions of the individual elements in their entirety. The interiors of some of the buildings have been modified to adapt them to commemorative purposes, but the external façades of these buildings remain unchanged.