Policies differed widely among Germany’s Balkan allies. In Romania it was primarily the Romanians themselves who slaughtered the country’s Jews. Toward the end of the war, however, when the defeat of Germany was all but certain, the Romanian government found more value in living Jews who could be held for ransom or used as leverage with the West. Bulgaria deported Jews from neighbouring Thrace and Macedonia, which it occupied, but government leaders faced stiff opposition to the deportation of native Bulgarian Jews, who were regarded as fellow citizens.
From the end of March 1942, Jewish transports from Nazi-ruled countries flowed into Auschwitz. Jews from Slovakia and France were deported there first, followed by Dutch Jews from July 1942, and from August, Jews from Belgium and Yugoslavia. Between October 1942 and October 1944, over 46 000 prisoners were deported from Terezín to Auschwitz. Some of them were put in the „Terezín family camp“ for a temporary period. Throughout 1943, transports were sent to Auschwitz from Germany and other countries in the Nazi sphere of power. The victims of the last great wave of deportations to Auschwitz were the Jews of Hungary, who were deported between May and July 1944.
Schindler joined the separatist Sudeten German Party in 1935. Although he was a citizen of Czechoslovakia, Schindler became a spy for the Abwehr, the military intelligence service of Nazi Germany, in 1936. He was assigned to Abwehrstelle II Commando VIII, based in Breslau. He later told Czech police that he did it because he needed the money; by this time Schindler had a drinking problem and was chronically in debt.
Several SS personnel oversaw the killings at each gas chamber, while the bulk of the work was done by the mostly Jewish prisoners known as Sonderkommandos (special squads). Hungarian doctor Miklós Nyiszli reported that the Sonderkommando numbered around 860 prisoners when the Hungarian Jews were being killed in May–July 1944. Their responsibilities included removing goods and corpses from the incoming trains, guiding victims to the dressing rooms and gas chambers, and working in the "Canada" barracks, where the victims' possessions were stored. Housed separately from other prisoners, in somewhat better conditions, their quality of life was further improved by access to the goods taken from murdered prisoners, which they were sometimes able to steal and trade on Auschwitz's black market. Many Sonderkommandos committed suicide in response to the horrors of their work; others were generally shot by the SS in a matter of weeks. New Sonderkommando units were formed from incoming transports. Almost none of the 2,000 prisoners placed in these units survived to the camp's liberation.
The first gas chamber at Birkenau was in what prisoners called the "little red house" (known as bunker 1 by the SS), a brick cottage that had been converted into a gassing facility. The windows were bricked up and its four rooms converted into two insulated rooms, the doors of which said "Zur Desinfektion" ("to disinfection"). It was operational by March 1942. A second brick cottage, the "little white house" or bunker 2, was converted and operational by June 1942. When Himmler visited the camp on 17 and 18 July 1942, he was given a demonstration of a selection of Dutch Jews, a mass killing in a gas chamber in bunker 2, and a tour of the building site of the new IG Farben plant being constructed at the nearby town of Monowitz.
Schindler’s most effective tool in this privately conceived rescue campaign was the privileged status his plant enjoyed as a “business essential to the war effort” as accorded him by the Military Armaments Inspectorate in occupied Poland. This not only qualified him to obtain lucrative military contracts, but also enabled him to draw on Jewish workers who were under the jurisdiction of the SS. When his Jewish employees were threatened with deportation to Auschwitz by the SS, he could claim exemptions for them, arguing that their removal would seriously hamper his efforts to keep up production essential to the war effort. He did not balk at falsifying the records, listing children, housewives, and lawyers as expert mechanics and metalworkers, and, in general, covering up as much as he could for unqualified or temporarily incapacitated workers.
The 15 men present at Wannsee included Adolf Eichmann (head of Jewish affairs for the RSHA and the man who organized the deportation of Jews), Heinrich Müller (head of the Gestapo), and other party leaders and department heads. Thirty copies of the minutes were made. Copy no. 16 was found by American prosecutors in March 1947 in a German Foreign Office folder. Written by Eichmann and stamped "Top Secret", the minutes were written in "euphemistic language" on Heydrich's instructions, according to Eichmann's later testimony. The conference had several purposes. Discussing plans for a "final solution to the Jewish question" ("Endlösung der Judenfrage"), and a "final solution to the Jewish question in Europe" ("Endlösung der europäischen Judenfrage"), it was intended to share information and responsibility, coordinate efforts and policies ("Parallelisierung der Linienführung"), and ensure that authority rested with Heydrich. There was also discussion about whether to include the German Mischlinge (half-Jews). Heydrich told the meeting: "Another possible solution of the problem has now taken the place of emigration, i.e. the evacuation of the Jews to the East, provided that the Fuehrer gives the appropriate approval in advance." He continued:
There is no question that Oskar Schindler was appalled by the murder of Jewish children when the Krakow ghetto was closed but Crowe argues “evidence suggests that he had already chosen his path sometime before this tragedy” and that the murders “simply made him more determined to help as many Jews as he could.” In a film, of course, it is more challenging to portray gradual determination rather than a single moment that inspires action. However, Crowe writes, “In the end, there was no one, dramatic transforming moment when Oskar Schindler decided to do everything he could to save his Jewish workers.”
Like the network of concentration camps that followed, becoming the killing grounds of the Holocaust, Dachau was under the control of Heinrich Himmler, head of the elite Nazi guard, the Schutzstaffel (SS), and later chief of the German police. By July 1933, German concentration camps (Konzentrationslager in German, or KZ) held some 27,000 people in “protective custody.” Huge Nazi rallies and symbolic acts such as the public burning of books by Jews, Communists, liberals and foreigners helped drive home the desired message of party strength.
As the Red Army drew nearer in July 1944, the SS began closing down the easternmost concentration camps and evacuating the remaining prisoners westward to Auschwitz and Gross-Rosen concentration camp. Göth's personal secretary, Mietek Pemper, alerted Schindler to the Nazis' plans to close all factories not directly involved in the war effort, including Schindler's enamelware facility. Pemper suggested to Schindler that production should be switched from cookware to anti-tank grenades in an effort to save the lives of the Jewish workers. Using bribery and his powers of persuasion, Schindler convinced Göth and the officials in Berlin to allow him to move his factory and his workers to Brünnlitz (Czech: Brněnec), in the Sudetenland, thus sparing them from certain death in the gas chambers. Using names provided by Jewish Ghetto Police officer Marcel Goldberg, Pemper compiled and typed the list of 1,200 Jews—1,000 of Schindler's workers and 200 inmates from Julius Madritsch's textiles factory—who were sent to Brünnlitz in October 1944.
From this moment on, the Nazi regime adopted hundreds of laws restricting the rights and liberties of the Jewish people. Jews were expelled from the civil service and barred from entering particular professions, stripped of their citizenship, and forbidden from intermarrying or even having a relationship with anyone of “German or German-related blood”.
Marked by fierce close quarters combat and direct assaults on civilians in air raids, it is often regarded as the single largest (nearly 2.2 million personnel) and bloodiest (1.8–2 million killed, wounded or captured) battle in the history of warfare. It was an extremely costly defeat for German forces, and the Army High Command had to withdraw vast military forces from the West to replace their losses.
In her new book, Not for the Faint of Heart, Ambassador Sherman takes readers inside the world of international diplomacy and into the mind of one of our most effective negotiators―often the only woman in the room. She discusses the core values that have shaped her approach to work and leadership: authenticity, effective use of power and persistence, acceptance of change, and commitment to the team. She shows why good work in her field is so hard to do, and how we can learn to apply core skills of diplomacy to the challenges in our own lives.
These concepts remained tactical and operational. Grand-strategic and economic planning in Adolf Hitler’s Reich were not shaped by a doctrine of lightning war. A familiar argument is that Nazi Germany deliberately rearmed in breadth rather than depth, proposing to tailor its force mix to specific situations in the context of a diplomatic strategy designed to keep Germany’s enemies isolated from one another. However, no significant data support such a grand design. Instead, the best evidence indicates that Hitler sought rearmament in both breadth and depth, with an economy oriented to military needs as completely as possible. Instead, far from coordinating their specific preparations, the army, navy, and air force competed so intensely for scarce raw materials that as early as 1938 their demands seriously overheated the ramshackle Nazi economy. Throughout the war the Wehrmacht’s inability to cooperate internally was one of Germany’s most significant military weaknesses–a far cry from the smoothly working machine that is the essence of blitzkrieg in popular myths.
Discussing moral absolutes is effective in a classroom to encourage critical thinking and to help students develop a chosen, rather than an indoctrinated, moral ideology for themselves. Schindler’s List is particularly effective here since it presents readers with two ethical questions that in fact have right and a wrong answers: was it ethically moral for the Nazis to attempt to eliminate ethnic Jewry, and was it ethical for Oskar Schindler to resist this attempt? The lesson here is that there are moral absolutes despite one’s political or religious background. The lesson becomes even more effective when the follow up question: were Goeth and Schindler moral men is asked.
German-occupied Denmark rescued most of its own Jews by spiriting them to Sweden by sea in October 1943. This was possible partly because the German presence in Denmark was relatively small. Moreover, while anti-Semitism in the general population of many other countries led to collaboration with the Germans, Jews were an integrated part of Danish culture. Under these unique circumstances, Danish humanitarianism flourished.
In Birkenau, which was built anew on the site of a displaced village, only a small number of historic buildings have survived. Due to the method used in constructing those buildings, planned as temporary structures and erected in a hurry using demolition materials, the natural degradation processes have been accelerating. All efforts are nevertheless being taken to preserve them, strengthen their original fabric and protect them from decay.
Although the prisoners deployed at Emalia were still subject to the brutal conditions of the Plaszow concentration camp, Schindler intervened repeatedly on their behalf. He used bribes and personal diplomacy both for the well-being of Jews threatened on an individual basis and to ensure, until late 1944, that the SS did not deport his Jewish workers. In order to claim the Jewish workers to be essential to the war effort, he added an armaments manufacturing division to Emalia. During the liquidation of the Krakow ghetto in March 1943, Schindler allowed his Jewish workers to stay at the factory overnight.
Blitzkrieg was based on speed, co-ordination and movement; the major science of this approach was the ability to get large mobile forces through weak points in the enemies defences and then cause damage when behind his static lines. With large formations cut off from communication and logistics, pressure could then be put on interior defences. Its aim was to create panic amongst the civilian population. A civil population on the move can be absolute havoc for a defending army trying to get its forces to the war front. With so much focus placed on the frontline, if this could be penetrated then the ensuing doubt, confusion and rumour were sure to paralyse both the government and the defending military.
It should be noted that early forms of Blitzkrieg were used in the First World War - most notably by General Alexei Brusilov in Russia's Brusilov Offensive of 1916 and Britain's General Allenby in the Battle of Megiddo in September 1918, making heavy use of armored vehicles, quick-strike cavalry attacks, and aerial bombardment to facilitate a swift and decisive victory. The Germans themselves used a variation of such tactics in their 1918 Spring Offensive.
For a better sense of reality, Spielberg originally wanted to shoot the movie completely in Polish and German using subtitles, but he eventually decided against it because he felt that it would take away from the urgency and importance of the images onscreen. According to Spielberg, “I wanted people to watch the images, not read the subtitles. There’s too much safety in reading. It would have been an excuse to take their eyes off the screen and watch something else.”
The existing legal system provides appropriate tools for the effective protection and management of the property. The Museum Council, whose members are appointed by the Minister of Culture and National Heritage, supervises the performance of the Museum’s duties regarding its collections, in particular the execution of its statutory tasks. In addition, the International Auschwitz Council acts as a consultative and advisory body to the Prime Minister of the Republic of Poland on the protection and management of the site of the former Auschwitz Birkenau camp and other places of extermination and former concentration camps situated within the present territory of Poland.
Despite the term blitzkrieg being coined during the Invasion of Poland of 1939, historians generally hold that German operations during it were more consistent with more traditional methods. The Wehrmacht's strategy was more inline with Vernichtungsgedanken, or a focus on envelopment to create pockets in broad-front annihilation. Panzer forces were deployed among the three German concentrations without strong emphasis on independent use, being used to create or destroy close pockets of Polish forces and seize operational-depth terrain in support of the largely un-motorized infantry which followed. The Luftwaffe gained air superiority by a combination of superior technology and numbers. Common claims that the Polish Air Force was destroyed early in the campaign while it was on the ground are not true. Polish aircraft were moved to hidden airstrips approximately 48 hours before the outbreak of the hostilities.
Auschwitz, the largest and arguably the most notorious of all the Nazi death camps, opened in the spring of 1940. Its first commandant was Rudolf Höss (1900-47), who previously had helped run the Sachsenhausen concentration camp in Oranienburg, Germany. Auschwitz was located on a former military base outside OÅ›wiÄ™cim, a town in southern Poland situated near Krakow, one of the country’s largest cities. During the camp’s construction, nearby factories were appropriated and all those living in the area were forcibly ejected from their homes, which were bulldozed by the Nazis.
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.
One element that was lacking from the German army in 1914 was the ability to move long distances quickly. Had the German army been mechanised at the outbreak of World War One, it is likely that the outcome of the war would have been very different. As things were then, the German army was unable to defeat its enemies decisively in the war's early battles, and reluctantly settled into trench warfare in late 1914.
The Jews killed represented around one third of the world population of Jews, and about two-thirds of European Jewry, based on an estimate of 9.7 million Jews in Europe at the start of the war. Much of the uncertainty stems from the lack of a reliable figure for the number of Jews in Europe in 1939, numerous border changes that make avoiding double-counting of victims difficult, lack of accurate records from the perpetrators, and uncertainty about whether deaths occurring months after liberation, but caused by the persecution, should be counted.
In the 1930s, the political landscape of Europe changed dramatically with the rise of Adolf Hitler and the German Nazi Party. Sensing the shift in political momentum, Schindler joined a local pro-Nazi organization and began collecting intelligence for the German military. He was arrested by Czech authorities in 1938, charged with spying and sentenced to death but was released shortly thereafter, when Germany annexed the Sudetenland. Schindler would take advantage of this second chance.