Riesen MeuSe

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Riesen MeuSe

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ins Herz der Argonnen im Departement Meuse, um in einem reizvollen Haus einem Puzzle, einem Riesen-Vier-gewinnt, einem TV-Gerät u.v.m.), das mit. Hoch über den Tälern der unten in der Tiefe bei Monthermé zusammen treffenden Flüsse Maas (Meuse) und Semoy ragt der Roc de la Tour als einer der​. Das Mashatu-Reservat im Osten Botsuanas wird auch "Land der Riesen" genannt, denn gewaltige Baobabs - manche mehr als Jahre alt - wachen über.

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Meanwhile, the German Army had continued to expand over the winter of —40 to divisions, of which ninety-three including ten panzer divisions were employed on 10 May for the offensive in the West.

Once victory had been assured in Poland the previous September, OKH planned initially what appeared superficially as a rerun of the Schlieffen Plan of The main effort of the attack lay in a sweeping envelopment through northern Belgium towards the Channel coast.

Manstein raised objections to it primarily from an operational as opposed to a strategic perspective. The distinction here is important: whilst Manstein sought better operational ways to achieve the desired victory, other generals opposed the strategic ends of an offensive war, and later, the crimes that were involved in its prosecution.

In the autumn of the principal posts in OKH were filled by those who were against conducting any war in the West. These included Brauchitsch, Halder and Carl-Heinrich von Stulpnagel.

Manstein, however, formed no active part of any political or military opposition aimed at unseating or killing Hitler at this — or indeed at any other — stage of the war.

Simply put, his outstanding ability lay in the planning of major operations and campaigns, and not of wars themselves. Yet the distinction is crucially important.

If Manstein was more capable than either Montgomery or Patton, he was not a grand strategist in the manner of the Briton, Field Marshal Alan Brooke later, Viscount Alanbrooke or the American, General George C.

Manstein also appeared to understand his limitations at the strategic level, noting the inherent challenges when dealing with Hitler:. Whenever Hitler perceived he was not making any impression with his opinions on operational matters, he immediately produced arguments from the political or economic sphere.

Since he had knowledge of the political situation or economic circumstances which a front-line commander did not possess, his arguments on such matters were generally irrefutable.

As a last resort all one could do was to insist that if Hitler did not agree to the proposals or demands presented to him, things would turn out badly from a military point of view leading to even worse political and economic repercussions.

The future field marshal inspired confidence through his sheer competence at planning at the operational level, and his associated skill in the handling of higher formations.

Most senior officers suffer fools badly, and Manstein proved no exception. In his case, however, it would be unfair to conclude that his outstanding military intellect triumphed over his rather blunt character.

Life with Manstein was often hard going, but not without its big compensations and little idiosyncrasies. He attracted an intensely loyal personal staff precisely on account of his clear views and steadfastness in crisis.

His thoughts and actions commanded widespread respect well beyond his area of responsibility. This was no small feat by any measure, and one not matched in immediate strategic effect by a Western Allied general against German forces during the whole of the Second World War, Eisenhower, Montgomery and Patton included.

In terms of mastery of the operational art, Manstein had no peers outside the Soviet Union. Yet, as we shall see later, events on the Eastern Front during —44 against the likes of Marshal of the Soviet Union Zhukov would test Manstein to his limits.

In turn, OKH published its draft operational order on 19 October. Thus he was able to start his personal analysis without delay, and was assisted subsequently by his small team of planners, including Blumentritt.

He was hanging on news of the operational honours list from the Poland campaign. As is so often the case, those who consider themselves — perhaps unwisely — to be well deserving, may turn out empty-handed.

Certainly, after the troops, fame is earned by the commander. But I would like to believe that my responsibility was big enough: I alone suggested the operations and wrote the orders.

In any event it remains a fact that the great successes of the army group have proved insufficient to recognize the contribution of the chief of the general staff.

Manstein had little time to ponder further on his future. The main effort of the German attack remained being carried out by Army Group B to the north, in other words on the right wing of the German Army.

Although he had made a considerable nuisance of himself, the German general staff system encouraged the use of the formal think-piece Denkschrift as a means to consider and promote operational ideas.

The British official military history is mistaken in suggesting that Rundstedt was the originator of Sichelschnitt.

Perhaps the author did not appreciate that, under the German general staff system, a chief of staff had the authority to originate thinking on behalf of his commander and to communicate directly to the chief of staff in the next higher echelon of command.

If Rundstedt remained a little distant to his chief of staff, the not insignificant age gap of twelve years was bridged to a certain extent by their mutual respect.

There was no sense of the frostiness that was to accompany their later years together as British prisoners of war. During their time together in Koblenz, Manstein made some efforts to get closer to his commander.

He accompanied Rundstedt on several of his daily walks along the Rhine promenade, failing in the process to convince his commander of the merits of investing in a proper winter coat rather than relying on a thin rubber macintosh.

Already 65 years old in , Rundstedt was a tough old warrior; his Spartan training as a cadet in the s served him well in later years, including his detention as a British prisoner of war.

Brought out of retirement in , Rundstedt served the entirety of the Second World War, albeit with a couple of breaks when sacked twice by Hitler, and on two occasions being recalled to duty.

Like Manstein, Rundstedt was no Nazi. As traditional monarchists brought up to serve the Kaiser, both disliked Hitler, his entourage and regime.

The elderly, but certainly not yet senile commander, was not at all impressed by such banal propaganda and commented disparagingly throughout.

Manstein explained:. It is doubtful that Manstein as an army group commander would ever have succumbed willingly to any such well-meaning therapy organized by his chief of staff.

From a modern perspective, when one looks at the German operational design at this stage of the war in more detail, there is scant evidence to support the propaganda-driven, popular images of Blitzkrieg.

Surprisingly, there is little prominence given to the role of the new armoured forces, the Panzertruppe , or of the air force Luftwaffe , which had both shown their worth in Poland.

Manstein based his objections to the OKH planning largely on its unoriginal scheme of manoeuvre in terms of the standard German operational metrics of forces, time and space, together with the need to achieve surprise and, vitally, to deceive the enemy as to the real intention of the campaign.

He was thus careful to couch his arguments in broadly traditional terms, without overplaying his hand with respect to the anticipated combined shock effect of the Panzertruppe and Luftwaffe acting in close unison.

Their potential in playing a decisive role in theWest became more appreciated as planning proceeded.

From this day onwards Rundstedt and Manstein fought a determined crusade for a new campaign plan, in which their unified aim was to switch the main effort of the German offensive from Army Group B to A, in other words to their area of responsibility.

Their motivation for this change of emphasis would not appear to have been driven by any pursuit of personal prestige, in the manner that would later bedevil the planning and conduct of certain German, Soviet and Anglo-American operations.

His arguments at this stage and later on in the war were presented in a terse third person singular without embellishment, a cold, compelling logic typical of his general staff schooling and tradition.

Specifically, Army Group A observed:. It is possible that an early success will be gained over Belgium and the Franco-British forces forward-deployed there.

However, the overall success [of the campaign] will not depend on this initial outcome, but rest rather on whether a wider overall success can be achieved in striking and destroying the enemy forces in Belgium and north of the Somme altogether , and not only in attacking them frontally.

Additionally, and sooner or later, a French counterattack from the south or south-west must certainly be contained. If the German forces could traverse the Ardennes, break through the French defences and cross the river Meuse quickly enough, they should be able to develop sufficient momentum to exploit across the plain of Picardy to reach the deep objective of the Channel coast before the Allies would be able to react sufficiently.

Simultaneously, the unexpected axis and strength of the main effort in the centre Army Group A , directed at achieving crossings of the Meuse on the fifth day of the offensive in the vicinity of Sedan, would garner surprise.

Only strong armoured forces could yield such an extraordinary result, together with concentrated close air support. Jason Douglas Riesen , Rex Douglas Riesen , Lora Jane Riesen , Doris C Riesen and Amy Jo Douglas.

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OKH, however, did not accept the ambitious scheme of manoeuvre presented by Army Group A. However, the overall success [of the campaign] will not depend on this initial outcome, but rest rather on whether a wider overall success can be achieved in striking and destroying the enemy forces in Belgium and north of the Somme altogetherand not only in attacking them frontally. During their time together in Koblenz, Manstein made some efforts to get closer to his commander. He had already started to think long and hard about the coming offensive in the West during an extended car journey from Liegnitz to Koblenz, drafting a personal appreciation, which he recorded on 24 October in his war diary. Wisconsin 2. Indeed an astonishing convergence of thinking from the same points of view that we had represented Riesen MeuSe from the beginning. He attracted an intensely loyal personal staff precisely on account of his clear views and steadfastness in crisis. Watertown WI. Colin Ward. But I would like to believe that my responsibility was big enough: I alone suggested the operations and wrote the orders. On 14 February, Halder observed a second war game, held at Headquarters Twelfth Army at Mayen, during which the mounting Domina Hannover between the participants became increasingly apparent. Minnesota 1. Bluffton IN.
Riesen MeuSe
Riesen MeuSe
Riesen MeuSe

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