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By Tony Grundy

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A stopper can be defined as an influence or change which will effectively put an end to the initiative, either through direct confrontation or passive resistance.

Failing to identify a ‘stopper’: that is, a change which has such a powerful impact that it is likely to stop the change in its tracks. ‘Stoppers’ should be drawn either as a thick black arrow or, alternatively, as an arrow which goes right to the bottom of force field analysis and ‘off the page’. A stopper can be defined as an influence or change which will effectively put an end to the initiative, either through direct confrontation or passive resistance.

Particular programmes may then need to be appraised against: a) their attractiveness (in terms of net benefits less costs) against b) their perceived implementation difficulty, an analysis grid which we will see in Section 4. This helps to surface key barriers or constraints, as well as to prioritise organisational benefit. 38 SECTION 3: STRATEGIC HUMAN RESOURCE DEVELOPMENT AND PLANNING High Development for A,B,C Importance Team development for P&Q teams Job moves X, Y, Z Recruit Q Develop Q Develop T Individual leaves Low Low Urgency High Figure 16: Trading off importance and urgency of strategic HR development – illustration Having described the strategic HRPD process at length, the study turns to a case study of Nycomed Amersham, which followed very closely the outline of possible best practice.

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