Nazi leaders used <em>Kristallnacht </em>to their advantage by blaming the Jews for the violence that had occurred, and beginning a campaign of putting Jews into concentration camps.
Context/details:
In November, 1938, there was rampant destruction of Jewish-owned businesses and synagogues and violence against Jewish people. This occurred on the night of November 9 going on into November 10, 1938, and was called "<em>Kristallnacht,</em>" or "The Night of Broken Glass." It was public violence by masses of people, not a specific campaign ordered by the Nazi regime. However, Nazi officials did tell police and firefighters to do nothing -- to let the violence and destruction occur. The next day, Joseph Goebbels, the Nazi minister of propaganda, said that this sort of eruption against the Jews was natural and understandable. He said: "It is an intolerable state of affairs that within our borders and for all these years hundreds of thousands of Jews still control whole streets of shops, populate our recreation spots and, as foreign apartment owners, pocket the money of German tenants, while their racial comrades abroad agitate for war against Germany."
In the days after <em>Kristallnacht, </em>the Nazi government said that the Jewish community itself was responsible for all the damage and destruction, and imposed enormous fines against the Jewish community. They also arrested more than 30,000 Jewish men and sent them to concentration camps which were built to incarcerate Jews and any others that the Nazis perceived to be enemies of the German state.
<span>Direct face-to-face lobbying is "the gold standard" of lobbying. Everything else is done to support the basic form. Face-to-face lobbying is considered to be the most effective because it allows the interest to directly communicate its concerns, needs, and demands directly to those who possess the power to do something politically. The lobbyist and the public official exist in a mutually symbiotic relationship. Each has something the other desperately needs. The interest seeks governmental assistance and the public official seeks political support for future elections or political issue campaigns. The environment for such lobbying discussions is usually the spaces outside the legislative chambers or perhaps the offices of the legislators. The legislative arena has characteristics that facilitate the lobbying process. It is complex and chaotic. Out of the thousands of bills that might be introduced in a legislative session, sometimes fewer than a hundred are actually passed. There is never enough time to complete the work on the agenda—not even a fraction of the work. The political process tends to be a winner-takes-all game—often a zero-sum game given the limited resources available and seemingly endless lists of demands that request some allocation of resources. Everyone in the process desperately needs information and the most frequent (and most useful) source of information is the lobbyist. The exchange is simple: the lobbyist helps out the governmental officials by providing them with information and the government official reciprocates by helping the interests gain their objectives. There is a cycle of every governmental decision-making site. At crucial times in those cycles, the needs of the officials or the lobbyists may dominate. For lobbyists in a legislative site, the crucial moments are as the session goes down to its final hours. For legislators, the closer they are to the next election, the more responsive they are to lobbyists who possess resources that may help.</span>
War never changes, memes will. People should make jokes and not kill!
Answer:
“Be strong and courageous. Do not fear or be in dread of them, for it is the LORD your God who goes with you. He will not leave you or forsake you.” [Deuteronomy 31:6]
Explanation:
Bulls run, battle of Gettysburg
