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420 INTO THE THATCHER ERA<br />

had called a one-day strike as part of a general dispute over<br />

government public-sector pay policy. Principal Establishment<br />

Officers from across the Foreign Office met to review the likely<br />

damage to operations . .Tohn Somerville explained that at GCHQ<br />

the situation was complex, since there were 7,500 staff distributed<br />

amongst forty different classes or grades. Half belonged to<br />

the Civil and Public Servants Association, and the majority<br />

favoured action. The Civil Service Union had also lodged a new<br />

pay claim that was likely to lead to trouble. Somerville's main<br />

worry was the impact this might have on sensitive activities:<br />

'The principal area involved would be the computer centre<br />

which might have to be shut down.' This was because the<br />

computers that undertook the core cryptanalysis ran around the.<br />

clock, and depended on shift work. All this, he added, would<br />

have 'unfortunate effects on certain aspects of bi-Iateral cooperation'<br />

by which he meant GCHQ's collaboration with NSA. IO<br />

The next serious dispute with the Radio Operators did not<br />

arrive until 1979. The strikes of that year, which rumbled on<br />

until 1981, were partly caused by an acceleration of the Cold<br />

War, driven by the Russian invasion of Afghanistan. Normally,<br />

fresh monitoring equipment for the Radio Operators at locations<br />

such as Cyprus and Hong Kong underwent a long period<br />

of development and operational testing. However, from 1979 a<br />

series of crises drove the emergency deployment of new sigint<br />

equipment, with little discussion about procedure. This time it<br />

was the local managers, or Station Radio Officers, who were<br />

upset. The Station Radio Officer was the local manager of<br />

resources, and his key role was tactical targeting. If an international<br />

event occurred that was of interest, he had responsibility<br />

to shift the station's effort from routine targets to new<br />

targets of opportunity. Such redirection was required frequently<br />

during the mUltiple international crises that occurred between<br />

late 1979 and early 1980.<br />

Peter Little, who had been head of K Division, the part of<br />

GCHQ dealing with non-Soviet traffic, in the early 1980s, later<br />

identified the four international events which coincided with

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