When he learned what had happened, Schindler at first managed to secure the release of the men from the Gross-Rosen camp. He then proceeded to send his personal German secretary to Auschwitz to negotiate the release of the women. The latter managed to obtain the release of the Jewish women by promising to pay 7 RM daily per worker. This is the only recorded case in the history of the extermination camp that such a large group of people were allowed to leave alive while the gas chambers were still in operation.
Prisoners received half a liter of coffee substitute or a herbal "tea" in the morning, but no food. A second gong heralded roll call, when inmates had to line up outside in rows of ten to be counted. No matter how cold the weather, prisoners had to wait for the SS to arrive for the count. How long they stood there depended on the officers' mood, and whether there had been escapes or other events attracting punishment. Guards might force the prisoners to squat for an hour with their hands above their heads, or hand out beatings or detention for infractions such as having a missing button or an improperly cleaned food bowl. The inmates were counted and re-counted.
The Auschwitz I main camp was a place of extermination, effected mainly by depriving people of elementary living conditions. It was also a centre for immediate extermination. Here were located the offices of the camp’s administration, the local garrison commander and the commandant of Auschwitz I, the seat of the central offices of the political department, and the prisoner labour department. Here too were the main supply stores, workshops and Schutzstaffel (SS) companies. Work in these administrative and economic units and companies was the main form of forced labour for the inmates in this camp.
On the Eastern Front, the war did not bog down into trench warfare; German and Russian armies fought a war of manoeuvre over thousands of miles, which gave the German leadership unique experience not available to the trench-bound western Allies. Studies of operations in the east led to the conclusion that small and coordinated forces possessed more combat power than large, uncoordinated forces. After the war, the Reichswehr expanded and improved infiltration tactics. The commander in chief, Hans von Seeckt, argued that there had been an excessive focus on encirclement and emphasized speed instead. Seeckt inspired a revision of Bewegungskrieg (maneuver warfare) thinking and its associated Auftragstaktik, in which the commander expressed his goals to subordinates and gave them discretion in how to achieve them; the governing principle was "the higher the authority, the more general the orders were", so it was the responsibility of the lower echelons to fill in the details. Implementation of higher orders remained within limits determined by the training doctrine of an elite officer-corps. Delegation of authority to local commanders increased the tempo of operations, which had great influence on the success of German armies in the early war period. Seeckt, who believed in the Prussian tradition of mobility, developed the German army into a mobile force, advocating technical advances that would lead to a qualitative improvement of its forces and better coordination between motorized infantry, tanks, and planes.
The camp was continually expanded over the next five years and ultimately consisted of three main parts: Auschwitz I, Auschwitz II-Birkenau, and Auschwitz III-Monowitz. Auschwitz-Birkenau also had over 40 sub-camps in the neighboring cities and in the surrounding area. Initially, only Poles and Jews were imprisoned, enslaved and murdered in the camp. Subsequently, Soviet prisoners of war (POWs), Romani/Sinti (Gypsies), and prisoners of other nationalities and minorities were also incarcerated, enslaved and murdered there.
The British army took lessons from the successful infantry and artillery offensives on the Western Front in late 1918. To obtain the best co-operation between all arms, emphasis was placed on detailed planning, rigid control and adherence to orders. Mechanization of the army was considered a means to avoid mass casualties and indecisive nature of offensives, as part of a combined-arms theory of war. The four editions of Field Service Regulations published after 1918 held that only combined-arms operations could create enough fire power to enable mobility on a battlefield. This theory of war also emphasized consolidation, recommending caution against overconfidence and ruthless exploitation.
In order to gain a more personal perspective on the film, Spielberg traveled to Poland before principal photography began to interview Holocaust survivors and visit the real-life locations that he planned to portray in the movie. While there, he visited the former Gestapo headquarters on Pomorska Street, Schindler’s actual apartment, and Amon Goeth’s villa.
Birkenau was the largest of the more than 40 camps and sub-camps that made up the Auschwitz complex. During its three years of operation, it had a range of functions. When construction began in October 1941, it was supposed to be a camp for 125 thousand prisoners of war. It opened as a branch of Auschwitz in March 1942, and served at the same time as a center for the extermination of the Jews. In its final phase, from 1944, it also became a place where prisoners were concentrated before being transferred to labor in German industry in the depths of the Third Reich.
The Nazis used the phrase Lebensunwertes Leben (life unworthy of life) in reference to the disabled and mentally ill. On 14 July 1933, the Law for the Prevention of Hereditarily Diseased Offspring (Gesetz zur Verhütung erbkranken Nachwuchses), the Sterilization Law, was passed, allowing for compulsory sterilization. The New York Times reported on 21 December that year: "400,000 Germans to be sterilized". There were 84,525 applications from doctors in the first year. The courts reached a decision in 64,499 of those cases; 56,244 were in favor of sterilization. Estimates for the number of involuntary sterilizations during the whole of the Third Reich range from 300,000 to 400,000.
With the financial backing of several Jewish investors, including one of the owners, Abraham Bankier, Schindler signed an informal lease agreement on the factory on 13 November 1939 and formalised the arrangement on 15 January 1940.[b] He renamed it Deutsche Emailwarenfabrik (German Enamelware Factory) or DEF, and it soon became known by the nickname "Emalia". He initially acquired a staff of seven Jewish workers (including Abraham Bankier, who helped him manage the company) and 250 non-Jewish Poles. At its peak in 1944, the business employed around 1,750 workers, a thousand of whom were Jews. Schindler also helped run Schlomo Wiener Ltd, a wholesale outfit that sold his enamelware, and was leaseholder of Prokosziner Glashütte, a glass factory.
The group raced to the English Channel, reaching the coast at Abbeville and cut off the BEF, the Belgian Army and some of the best-equipped divisions of the French Army in northern France. Armoured and motorised units under Guderian, Rommel and others, advanced far beyond the marching and horse-drawn infantry divisions and far in excess of that with which Hitler and the German high command expected or wished. When the Allies counter-attacked at Arras using the heavily armoured British Matilda I and Matilda II tanks, a brief panic was created in the German High Command. The armoured and motorised forces were halted by Hitler outside the port of Dunkirk, which was being used to evacuate the Allied forces. Hermann Göring promised that the Luftwaffe would complete the destruction of the encircled armies but aerial operations failed to prevent the evacuation of the majority of the Allied troops. In Operation Dynamo some 330,000 French and British troops escaped.
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.
2 Main Building. The entrance to Auschwitz I has a museum with a cinema where a 15-minute film is shown, shot by Ukrainian troops the day after the camp was liberated. It's too graphic for children (if indeed you bring them to Auschwitz-Birkenau at all), and costs 3.5 zł, included in the price of a guided tour. Showings between 11AM and 5PM, in English on the hour and Polish on the half hour. Informative and disturbing. The bookstores and public conveniences are here. Consider buying a 5 zł guidebook or 5 zł map. edit
Blitzkrieg (German, literally lightning war or flash war) is a popular name for an offensive operational-level military doctrine which involves an initial bombardment followed by employment of mobile forces attacking with speed and surprise to prevent an enemy from implementing a coherent defense. The founding principles of these types of operations were developed in the 19th Century by various nations, and adapted in the years after World War I, largely by the German Wehrmacht, to incorporate modern weapons and vehicles as a method to help prevent trench warfare and linear warfare in future conflicts. The first practical implementations of these concepts coupled with modern technology were instituted by the Wehrmacht in the opening battles of World War II. While operations in Poland were rather conventional, subsequent battles — particularly the invasions of France, The Netherlands and initial operations in the Soviet Union — were effective owing to surprise penetrations, general enemy unpreparedness and an inability to react swiftly enough to German offensive operations. That the German Army quickly defeated numerically and technically superior enemies in France led many analysts to believe that a new system of warfare had been invented.
In the aftermath of the Holocaust, many of the survivors found shelter in displaced persons camps administered by the Allied powers. Between 1948 and 1951, almost 700,000 Jews emigrated to Israel, including 136,000 Jewish displaced persons from Europe. Other Jewish displaced persons emigrated to the United States and other nations. The last camp for Jewish displaced persons closed in 1957.
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.
Birkenau had its first documentary mention in 795 in the Lorsch Codex as a cell of the Lorsch Abbey. As one of the Abbey’s holdings, it passed into the ownership of the Archbishopric of Mainz in 1232. The centres of Hornbach and Balzenbach, on the other hand, belonged to the Electorate of the Palatinate, meaning that after the Reformation, they belonged to different denominations. In 1532 the town hall was built, and in 1771 the palace, Schloss Birkenau, of the Lords of Wambolt von Umstadt. By 1964, the population had grown to more than 5,000. In 1967 the community was recognized as a recreational resort (Erholungsort) and in 1979 as an open-air resort (Luftkurort). Owing to the only slight tourism, however, it has not reapplied for this designation. In 1995, Birkenau celebrated its 1,200-year jubilee.
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.
For the first time, camps were created specifically for Jews. Their conditions were far worse than other camps. The implicit intention was that the inmates would die there. Increasing numbers of Jews in Poland were relocated in ghettos. Non-Jewish Poles were also deported from their farms and villages to make room for ‘pure’ ethnic Germans to populate the new territory.
The British methods induced "strategic paralysis" among the Ottomans and led to their rapid and complete collapse. In an advance of 65 miles (105 km), captures were estimated to be "at least 25,000 prisoners and 260 guns." Liddell Hart considered that important aspects of the operation were the extent to which Ottoman commanders were denied intelligence on the British preparations for the attack through British air superiority and air attacks on their headquarters and telephone exchanges, which paralyzed attempts to react to the rapidly deteriorating situation.
Such a stalemate is not unique to armed conflict. Businesses can find themselves in similar situations when the status quo is preserved through a lack of innovation that seems to plague all competitors. It’s very hard to spot this situation in the consumer tech industry, but it happens a lot in heavily regulated industries like healthcare and education. If we were to teleport people from just ten years ago to the present day, they would hardly recognize all the tech companies and applications that dominate the news headlines (Snapchat, Instagram, Android or Tesla, either didn’t exist or were in their infancies ten years ago), whereas they would feel right at home in a school or a hospital. Let’s go back to the Germans ….
Information about Auschwitz became available to the Allies as a result of reports by Captain Witold Pilecki of the Polish Home Army (Armia Krajowa), who volunteered to be imprisoned there in 1940. As "Thomasz Serfiński", he allowed himself to be arrested in Warsaw and spent 945 days in the camp, from 22 September 1940 until his escape on 27 April 1943. Michael Fleming writes that Pilecki was instructed to sustain morale, organize food, clothing and resistance, prepare to take over the camp if possible, and smuggle information out to the Polish military. Pilecki called his resistance movement Związek Organizacji Wojskowej (ZOW, "Union of Military Organization").
The Warsaw Ghetto Uprising was the largest ghetto revolt. Massive deportations (or Aktions) had been held in the ghetto from July to September 1942, emptying the ghetto of the majority of Jews imprisoned there. When the Germans entered the ghetto again in January 1943 to remove several thousand more, small unorganized groups of Jews attacked them. After four days, the Germans withdrew from the ghetto, having deported far fewer people than they had intended. The Nazis reentered the ghetto on April 19, 1943, the eve of Passover, to evacuate the remaining Jews and close the ghetto. The Jews, using homemade bombs and stolen or bartered weapons, resisted and withstood the Germans for 27 days. They fought from bunkers and sewers and evaded capture until the Germans burned the ghetto building by building. By May 16 the ghetto was in ruins and the uprising crushed.
On 1 August 1940, Governor-General Hans Frank issued a decree requiring all Kraków Jews to leave the city within two weeks. Only those who had jobs directly related to the German war effort would be allowed to stay. Of the 60,000 to 80,000 Jews then living in the city, only 15,000 remained by March 1941. These Jews were then forced to leave their traditional neighbourhood of Kazimierz and relocate to the walled Kraków Ghetto, established in the industrial Podgórze district. Schindler's workers travelled on foot to and from the ghetto each day to their jobs at the factory. Enlargements to the facility in the four years Schindler was in charge included the addition of an outpatient clinic, co-op, kitchen, and dining room for the workers, in addition to expansion of the factory and its related office space.