The Polish government-in-exile in London learned about the extermination camps from the Polish leadership in Warsaw, who from 1940 "received a continual flow of information about Auschwitz", according to historian Michael Fleming. This was in large measure thanks to Captain Witold Pilecki of the Polish Home Army, who allowed himself to be arrested in Warsaw and spent 945 days in Auschwitz from September 1940 until April 1943, organizing the resistance movement inside the camp.
After the war, Albert Speer claimed that the German economy achieved greater armaments output, not because of diversions of capacity from civilian to military industry but through streamlining of the economy. Richard Overy pointed out some 23 percent of German output was military by 1939. Between 1937 and 1939, 70 percent of investment capital went into the rubber, synthetic fuel, aircraft and shipbuilding industries. Hermann Göring had consistently stated that the task of the Four Year Plan was to rearm Germany for total war. Hitler's correspondence with his economists also reveals that his intent was to wage war in 1943–1945, when the resources of central Europe had been absorbed into the Third Reich.
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.
Seldom in the history of military thought have such elaborate interpretive structures been built on a more limited foundation. The term blitzkrieg was in fact never used in the title of a German military manual or handbook. Nor is it to be widely found in the memoirs or correspondence of German generals. The word was used in the Wehrmacht during World War II but was commonly considered to be of foreign origin. Guderian wrote in Panzer Leader that “our enemies coined the word.” The first known use of the word blitzkrieg in an English publication occurred in an article in Time magazine in September 25, 1939, discussing the Polish campaign. From there the word came into general circulation as a shorthand description of a form of war that seemed to have no convenient existing frame of reference. From Western sources it expanded into German popular military literature, and from there into history. The transmission process was facilitated by the British theorists J. F. C. Fuller and Basil Liddell Hart, who insisted that their concepts of mobile war were fundamental to the German victories of 1939-1941.
Central to this is the decision cycle. Every decision made by German or opposing forces required time to gather information, make a decision, disseminate orders to subordinates, and then implement this decision through action. Through superior mobility and faster decision-making cycles, mobile forces could take action on a situation sooner than the forces opposing them.
In 1983, French scholar George Wellers was one of the first to use German data on deportations; he arrived at a figure of 1,471,595 deaths, including 1.35 million Jews and 86,675 Poles. A larger study in the late 1980s by Franciszek Piper, published by Yad Vashem in 1991, used timetables of train arrivals combined with deportation records to calculate that, of the 1.3 million deported to the camp, 1,082,000 died there between 1940 and 1945, a figure (rounded up to 1.1 million) that he regarded as a minimum and that came to be widely accepted.[e]
From the overpass, the road leads directly to the Gate of Death. The railroad spur line that goes through the gate house begins on the left side of the gate, about a quarter of a mile away, and curves around until it forms a straight line in front of the gate. Trains coming from the west entered the Birkenau camp from tracks on the left side of the gate, as you are facing it, and did not pass the railroad station in the town of Auschwitz. Trains coming from the opposite direction passed the train station in Auschwitz and then entered the camp on the spur line. The train tracks end only a few yards from two of the gas chambers inside the Birkenau camp.
There's a basic cafe and cafeteria in the main visitors' centre of Auschwitz I and a coffee machine in the bookshop at Birkenau. More options are in a commercial complex across the street from Auschwitz I, although the quality of one (the Art Hamburger) is rather poor, but a cheap and quick eat. There are hot dog stalls and similar outlets outside the main museum at the end of the bus/car park, with food and drink combinations costing 10-12 zł. The car park outside Auschwitz I also has picnic tables for visitors.
Dunin-Wasowicz, Krzysztof (1980). "Forced Labor and Sabotage in the Nazi Concentration Camps". In Gutman, Yisrael; Saf, Avital. The Nazi concentration Camps: Structure and Aims, the Image of the Prisoner, the Jews in the Camps: Proceedings of the Fourth Yad Vashem International Historical Conference, Jerusalem, January 1980. Jerusalem: Yad Vashem. pp. 133–142.
The Sturmabteilung (S.A., Storm Troopers), a grassroots organization, helped Hitler undermine the German democracy. The Gestapo (Geheime Staatspolizei, Secret State Police), a force recruited from professional police officers, was given complete freedom to arrest anyone after February 28. The Schutzstaffel (SS, Protection Squad) served as Hitler’s personal bodyguard and eventually controlled the concentration camps and the Gestapo. The Sicherheitsdienst des ReichsführersSS (S.D., Security Service of the SS) functioned as the Nazis' intelligence service, uncovering enemies and keeping them under surveillance.
The Auschwitz complex was divided in three major camps: Auschwitz I main camp or Stammlager; Auschwitz II, or Birkenau, established on October 8th, 1941 as a 'Vernichtungslager' (extermination camp); Auschwitz III or Monowitz, established on May 31th, 1942 as an 'Arbeitslager' or work camp; also several sub-camps. There were up to seven gas chambers using Zyklon-B poison gas and three crematoria. Auschwitz II included a camp for new arrivals and those to be sent on to labor elsewhere; a Gypsy camp; a family camp; a camp for holding and sorting plundered goods and a women's camp. Auschwitz III provided slave labor for a major industrial plant run by I G Farben for producing synthetic rubber (see Blechhammer). Highest number of inmates, including sub-camps: 155,000. The estimated number of deaths: 2.1 to 2.5 million killed in gas chambers, of whom about 2 million were Jews, and Poles, Gypsies and Soviet POWs. About 330,000 deaths from other causes.
Near the end of the movie Schindler’s List, a famous scene depicts Oskar Schindler departing his factory at the end of the war and crying without consolation over his inability to save even more lives. (The scene was even parodied in an episode of Seinfeld.) “The idea that Oskar collapsed sobbing into Itzhak Stern’s arms and bemoaned his failure to save more Jews is preposterous,” writes Crowe. “Oskar was proud of all he had done to save Brunnlitz’s Jews and said so in his speech earlier that evening.”
In 1993, Steven Spielberg’s Schindler’s List brought to the screen a story that had gone untold since the tragic events of the Holocaust. Oskar Schindler, a Nazi party member, used his pull within the party to save the lives of more than 1000 Jewish individuals by recruiting them to work in his Polish factory. Here are some facts about Spielberg’s groundbreaking film on its 25th anniversary.
Oskar Schindler (28 April 1908 – 9 October 1974) was a German industrialist and a member of the Nazi Party who is credited with saving the lives of 1,200 Jews during the Holocaust by employing them in his enamelware and ammunitions factories in occupied Poland and the Protectorate of Bohemia and Moravia. He is the subject of the 1982 novel Schindler's Ark and its 1993 film adaptation, Schindler's List, which reflected his life as an opportunist initially motivated by profit, who came to show extraordinary initiative, tenacity, courage, and dedication to save the lives of his Jewish employees.