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needless to say, at the highest level; and the making of such a decision would involve political and diplomatic questions, as well as purely military considerations. When, for example, the decision was made to attack Poland, the top staff officers in Berlin and their assistants would work out general military plans for the campaign. These general plans would be transmitted to the commanders of the army groups and armies who would be in charge of the actual campaign; and then there would follow consultation between the top field commanders and the top staff officers at OKW and OKH, in order to revise and perfect and refine the plans.

The manner in which this group worked, involving as it did the interchange of ideas and recommendations between the top staff officers at OKW and OKH, on the one hand, and the principal field commanders on the other hand, is graphically described in two statements by Field Marshal Von Brauchitsch. That is Affidavit Number 4, which will be Exhibit Number USA-535 (Document 3706-PS). I invite the Tribunal's attention to these and will read them into the transcript. The statement of 7 November 1945:
"In April 1939 I was instructed by Hitler to start military preparations for a possible campaign against Poland. Work was immediately begun to prepare an operational and deployment plan. This was then presented to Hitler and approved by him, as amended by a change which he desired. After the operational and deployment orders had been given to the two commanders of the army groups and the five commanders of the armies, conferences took place with them about details, in order to hear their desires and recommendations. After the outbreak of the war I continued this policy of keeping in close and constant touch with the commanders-in-chief of army groups and of armies by personal visits to their headquarters, as well as by telephone, teletype, or wireless. In this way I was able to obtain their advice and their recommendations during the conduct of military operations. In fact, it was the accepted policy and common practice for the Commander-in-Chief of the Army to consult his subordinate commanders-in-chief and maintain a constant exchange of ideas with them.

"The Commander-in-Chief of the Army and his Chief of Staff communicated with army groups and through them, as well as directly, with the armies; through army groups on strategic and tactical matters; directly on questions affecting supply and administration of conquered territory occupied by the armies. An army group had no territorial executive power. It had a relatively small staff, which was concerned only with military operations. In all territorial matters it was the