Hitler

revival, ‘removal’ of Jews, racial ‘improvement’, and restoration of Germany’s power and standing in the world – did was to unleash an unending dynamic in all avenues of policy-making. As Willikens had remarked, the greatest chances of success (and best opportunities for personal aggrandizement), occurred where individuals could demonstrate how effectively they were ‘working towards the Führer’. But since this frenzy of activity was uncoordinated – and could not be coordinated – because of Hitler’s need to avoid being openly drawn into disputes, it inexorably led to endemic conflict (within the general understanding of following the ‘Führer’s will’). And this in turn merely reinforced the impossibility of Hitler’s personal involvement in resolving the conflict. Hitler was, therefore, at one and the same time the absolutely indispensable fulcrum of the entire regime, and yet largely detached from any formal machinery of government. The result, inevitably, was a high level of governmental and administrative disorder.
    Hitler’s personal temperament, his unbureaucratic style of operating, his Darwinistic inclination to side with the stronger, and the aloofness necessitated by his role as Führer, all merged together to produce a most extraordinary phenomenon: a highly modern, advanced state without any central coordinating body and with a head of government largely disengaged from the machinery of government. Cabinet meetings (which Hitler had never liked running) now lost significance. There were only twelve gatherings of ministers in 1935. By 1937, this had fallen to a mere six meetings. After 5 February 1938, the cabinet never met again. During the war, Hitler would even ban his ministers getting together occasionally over a glass of beer. In the absence of cabinet discussions which might have determined priorities, a flood of legislation emanating independently from each ministry had to be formulated by a cumbersome and grossly inefficient process whereby drafts were circulated and recirculated among ministers until some agreement was reached. Only at that stage would Hitler, if he approved after its contents were brieflysummarized for him, sign the bill (usually scarcely bothering to read it) and turn it into law. Hans Heinrich Lammers, the head of the Reich Chancellery, and sole link between the ministers and the Führer, naturally attained considerable influence over the way legislation (or other business of ministers) was presented to Hitler. Where Lammers decided that the Führer was too busy with other pressing matters of state, legislation that had taken months to prepare could simply be ignored or postponed, sometimes indefinitely. Alternatively, Hitler intervened, sometimes in minutiae, on the basis of some one-sided piece of information he had been fed. The result was an increasing arbitrariness as Hitler’s highly personalized style of rule came into inevitable – and ultimately irreconcilable – conflict with bureaucracy’s need for regulated norms and clearly-defined procedures. Hitler’s ingrained secretiveness, his preference for one-to-one meetings (which he could easily dominate) with his subordinates, and his strong favouritism among ministers and other leaders in party as well as state, were added ingredients that went to undermine formal patterns of government and administration.
    Access to Hitler was naturally a key element in the continuing power-struggle within the regime. Ministers who had for some reason fallen out of favour could find it impossible to speak to him. Agriculture Minister Walther Darré, for instance, was in the later 1930s to attempt in vain for over two years to gain an audience with the Führer to discuss the country’s seriously worsening agricultural problems. Though they could not hinder the access of ‘court favourites’ like Goebbels and the highly ambitious young architect, Albert Speer – skilful in pandering to Hitler’s obsession with building plans and a rapidly rising star in the Nazi firmament – Hitler’s adjutants acquired a good deal of informal power through their control of the portals of the Führer.
    Fritz Wiedemann, during the First World War Hitler’s immediate superior and in the mid-1930s one of his adjutants, later recalled the extraordinary style of his arbitrary and haphazard form of personal rule. In 1935, commented Wiedemann, Hitler still maintained a relatively orderly routine. Mornings, between