For other Informa Webinars: http://www.informa-mea.com/webinars To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide The Objectives Of This Webinar Are To Explain: • How to engage stakeholders and manage their expectations • Key relationship management skills and techniques • How to build a comprehensive relationship map to establish widespread commitment • How to employ powerful conflict management techniques • How to achieve win/win situations by the appropriate use of influence • How to apply multiple communication techniques • How to use the influence model effectively • How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations About the Presenter: Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors. Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.

1. Engaging the Organisation for Results - Webinar
Page: 1
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Claude H. Maley
Stakeholder Management
Engaging the Organisation
for Results

2. Engaging the Organisation for Results - Webinar
Page: 2
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed to
you
• The Recording of the webinar will be available to download; the link will be
emailed to you
• Please take time to complete a post-webinar survey that will pop up at the
end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions

3. Engaging the Organisation for Results - Webinar
Page: 3
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Your Presenter
Claude H. Maley is Managing Director of Mit Consultants, a consultancy
and education practice servicing international clients in change
management, and Chairman of a business solutions company.
His functional management and consulting experience with major
corporations such as Alcatel, BP, Cadbury Schweppes, Cartier,
Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International,
Motorola, Organon, Overseas Containers Limited, Pechiney, Renault
Automobile, Siemens to name but a few, has spanned more than 40
years in engineering, production and manufacturing, distribution,
transportation and marketing services sectors.
Author of the book "Project Management – Concepts, Methods &
Techniques"

4. Engaging the Organisation for Results - Webinar
Page: 4
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Stakeholder
Management
Engaging the
Organisation for Results

5. Engaging the Organisation for Results - Webinar
Page: 5
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 How to Engage Stakeholders and Manage their
Expectations
 How to Employ Key Relationship Management
Techniques
 Review of the Palette of Multiple Communication
Approaches
 Making Effective use of the Influence Model
 Employing Conflict Management Techniques

6. Engaging the Organisation for Results - Webinar
Page: 6
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Section Contents
 Stakeholders - a definition
 Internal & External Stakeholder Interests
 Stakeholders and the Product Life Cycle
Expectations and Goals
 Conducting a Stakeholder Analysis
 Stakeholder Identification - Mapping
 Prioritising Stakeholders: Importance and
Influence
 Establishing Strategies for Involvement
 Creating & Sustaining Stakeholder
Commitment
Managing Stakeholders' Expectations

7. Engaging the Organisation for Results - Webinar
Page: 7
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Stakeholders - a definition
"Individuals and organisations who are directly or
indirectly involved in the project, or whose interests may
be positively or negatively affected as a result of project
execution or successful program/project completion."
(PMBOK® Guide, p. 394)
Project Stakeholder Management
 The Processes required to identity
the people, groups, or organizations
that could impact or be impacted by
the project
 Analysis of stakeholder expectations
and their impact on the project
 Development of appropriate
management strategies for
effectively engaging stakeholders in
project decisions and execution.
(PMBOK® Guide, page 391)

8. Engaging the Organisation for Results - Webinar
Page: 8
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Internal and External Stakeholder Interests
Executives & Line Managers
have
Positive/Negative Financial
or Emotional Interest
in the outcome
of their Performance
They have Key Motivational Drivers
Professional and Personal
Interests will Influence
Stakeholder Interests will often
go beyond the Project's
Stakeholders are not limited
to the Internal Organisation

9. Engaging the Organisation for Results - Webinar
Page: 9
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Stakeholders and the Product Life Cycle
Expectations and Goals
ACQUISITION/OWNERSHIP
Strategy
Investment
Planning
Implementation
OPERATIONAL/USE
Initial
OperationProject Life Cycle
Project
Launch
Drivers Doers Deliverers
Business
Drivers
 Have a STRATEGIC View
 Expectations are
BUSINESS BENEFITS
 Seek VALUE DELIVERY
in Operational Use
Project
Performers
 Have a TACTICAL View
 Expectations are
PROJECT DELIVERABLES
 Focus on PROJECT/TASK
Delivery
Operational
Performers
 Have an OPERATIONAL View
 Expectations are
USABLE PRODUCT/SERVICE
 Focus on Delivery of
OPERATIONAL BENEFITS
Stakeholders as 3D Types:
Drivers Doers Deliverers
Stakeholders have different concerns at different Stages

10. Engaging the Organisation for Results - Webinar
Page: 10
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Conducting a Stakeholder Analysis
5-Step Iterative Process
Stakeholder
Analysis
Identify Project Stakeholders
Establish
Stakeholders' interests,
impact level, and relative
priority
Assess Stakeholders for Importance
and Influence
Outline Assumptions and Risks
Define Stakeholder Participation
Determine the
3D Type
D – Driver
D – Doer
D – Deliverer

11. Engaging the Organisation for Results - Webinar
Page: 11
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Identified
Stakeholders
 Stakeholder Identification - Mapping
Make an Explicit Effort
to appreciate
Full Extent of Project
Schedule & Prepare for
Meetings
& Interviews
 To be a Stakeholder, the
person or group must
have some interest or level
of influence that can
impact the project
 Stakeholder interests must
be understood, along with
understanding potential
Project impact if a
need is not met
 Use the PESTLE model
 Seek out Implicit
Stakeholders
Establish
Comprehensive List of
Stakeholders

12. Engaging the Organisation for Results - Webinar
Page: 12
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Stakeholder Analysis –
Prioritising Stakeholders: Importance and Influence
Engage
Monitor Inform
Satisfy
Interest
Importance
HighLow
Low
Medium
High
1 2 3 4 5 6 7 8 9 10
Low Importance & Low Interest:
MONITOR
To monitor, with no excessive
communication
High Importance & High Interest:
ENGAGE
To fully engage and make the greatest efforts
to satisfy them
Low Importance & High Interest :
INFORM
To keep adequately informed, to avoid that
no major issues arise. To utilise sensibly as
these Stakeholders often provide assistance
and help with the detail of the project
High Importance & Low Interest:
SATISFY
Place enough effort to keep them satisfied,
with no excess to avoid weariness of
message

13. Engaging the Organisation for Results - Webinar
Page: 13
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Establishing Strategies for Involvement
Identified
Stakeholders
Analyse Stakeholder
List for level of
Participation
Recognise &
Appreciate their
Interests
Assign an Involvement
Status and :
 Establish schedule
of interviews
 Engage in
networking with
Influential
Stakeholders
Determine
"Interest Duration"
 Continuous
 Frequent
 Intermittent
 Sporadic
 Once-Off
Beware of
Political Games!
If you want Stakeholders to Buy In,
they have to be IN to Buy !

14. Engaging the Organisation for Results - Webinar
Page: 14
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Creating & Sustaining Stakeholder Commitment
Review Project Progress
to Expectations
Re-assess Stakeholder List
Refresh Stakeholder
Communication Plan
Apply resulting Action Plan
Reschedule Meetings
Evaluate Stakeholder Commitments
Maintain
Stakeholder
Relationship

15. Engaging the Organisation for Results - Webinar
Page: 15
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Section Contents
 The Project Manager's 360
Communication with Stakeholders
 Building a Relationship Map
 Direct Relationships
 Indirect Relationships
 The Informal Network
Relationship Management

16. Engaging the Organisation for Results - Webinar
Page: 16
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Need for Relationship Management
Project Managers spend
between 75% and 90%
of their time communicating
 Seldom do they prepare a
plan to Manage the
Relationships in a Project
Relationship Management
focuses
on Project Stakeholders :
 To Manage stakeholder
expectations by ensuring
that communications lines
exist and are open
 To Leverage stakeholder
allies' support by regular
updates on project status,
progress and decisions
 To Alleviate the impact of
project adversaries by
appropriate distribution of
project information
Relationship Management
extends beyond
Project Stakeholders

17. Engaging the Organisation for Results - Webinar
Page: 17
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Project Manager's 360 Communication
with Stakeholders
Downwards
 Core Project Team
Upwards
 Senior Managers of
the Organisation
Outwards
 Contributing Project
Stakeholders :
 End users
 Line managers
 Shareholders
 Unions
 Suppliers
 Government etc.
Sideward
 Line managers and
peers, such as other
Project Managers
Be PROACTIVE to Anticipate
Evolution of EXPECTATIONS!!

18. Engaging the Organisation for Results - Webinar
Page: 18
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Building a Relationship Map

19. Engaging the Organisation for Results - Webinar
Page: 19
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Sample Relationship Maps
External Provider
Senior Manager
Project Manager
Key Stakeholder
Functional Manager
Project Team Member
Operational Manager
 Connecting Hubs may be numbered
 The Relationship Arrows represent:
 Formal Information Exchanges
 Known Informal Exchanges

20. Engaging the Organisation for Results - Webinar
Page: 20
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Direct Relationships
Core Team Members
Key Stakeholders &
Sponsor
Steering Group
Upper Management
(on direct report)
Functional
Managers
(as resource &
performance
providers)
Other Project
Managers
(on interface)
External Providers
(on project
performance)
Operational
Managers
(as users)

21. Engaging the Organisation for Results - Webinar
Page: 21
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Indirect Relationships
Indirect
Relationships Upper
Management
External
Government &
Institutions
Functional and
Shared Services
Managers
Team Members
of interfaced
projects
Project Team
Members
Peers

22. Engaging the Organisation for Results - Webinar
Page: 22
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Informal Network
Informal Networks
aim at achieving a
Mutual and
Reciprocal
exchange of
Information Informal Networks
allow the pursuit of
Personal goals
Members of an
Informal Networks
seek to help each
other obtain
Personal, Business
and Career
advantages

23. Engaging the Organisation for Results - Webinar
Page: 23
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Section Contents
 Communication Distribution – Verbal &
Non-Verbal
 Non-Verbal Communication
 Active Listening Approach
 Techniques for Active Listening and
Empathy
 Rapport Building
 Building Solid Relationships
 Communication Channels - Appropriate
Formats
 Communicating with Peers, Superiors &
Subordinates
 Communicating as a Representative of
the Company
Communication Techniques

24. Engaging the Organisation for Results - Webinar
Page: 24
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Communication Distribution – Verbal & Non-Verbal
 Language is the
representation
of our experiences
 We generalise
 We filter
 We distort

25. Engaging the Organisation for Results - Webinar
Page: 25
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Non-Verbal Communication
* Dr Albert Mehrabian
 The transmission of Visual,
Auditory & Tactile information
is rooted in the group culture.
To consider *:
 Body
 Voice
 Words
Language paints
our Emotions
ALL SIGNALS ARE SIGNIFICANT
and MUST BE TAKEN IN CONTEXT

26. Engaging the Organisation for Results - Webinar
Page: 26
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Active Listening Approach
 Active Listening and Empathy implies listening with:
 Your EYES
 Your EARS
 Your HEART
 ALL your BODY
Perceive the emotions of the other person
and position yourself in their situation

27. Engaging the Organisation for Results - Webinar
Page: 27
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Rapport Building
 Rapport is built with open communication,
a positive attitude of interest in the other person,
and exploration of their interests
Rapport occurs when
two or more People feel
that they are in Sync or
on the same Wavelength
Rapport is theorized to include three behavioural components:
Mutual Attention, Mutual Positivity, and Coordination

28. Engaging the Organisation for Results - Webinar
Page: 28
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Building Solid Relationships
 Seek commonalities
 Bond and Connect with people
 Be honest
 Be sincere
 Be ethical
 Show integrity
 Communicate clearly
 Communicate frequently

29. Engaging the Organisation for Results - Webinar
Page: 29
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Communication Channels
Appropriate Formats
• E-Mail
• Noticeboards
• Audio
conferencing
• Computer
networks • Interactive staff
meetings
• Away days &
conferences
• Letters
• Memos
• Circulars
• Newsletters
• Business plans
• Telephone
• Video
conferencing
• Senior management
visits
• Cross-functional
meetings
• Staff suggestion
scheme
• Training courses
• Special seminars
• Staff attitude
survey
• Project team
meetings
• Senior management
meetings
• Planning workshops
Electronic
Face to Face
Formats
Paper
Awareness Understanding Engagement Involvement Commitment

30. Engaging the Organisation for Results - Webinar
Page: 30
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Communicating with Peers, Superiors & Subordinates
 Highlight issues,
risks & exceptions
 Provide:
 Work Plan
 Exception reports
 Timely status reports
 Face-to-face reviews
Superiors
 Provide Direction
 Highlight:
 Work status
 Scheduled activities
 Pending work
 Provide:
 Verbal exchanges
 Agendas
 Work brief
Subordinates
 Negotiate for:
 Resources
 Time allocation
 Agree on budgets
 Provide:
 Work Plan
 Schedule of work
Peers

31. Engaging the Organisation for Results - Webinar
Page: 31
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Communicating as a Representative of the Company
 Develop trust
 Be honest and demonstrate integrity
 Build long term relationships
 Identify areas where you can add value
 Maintain constant communication
Having a good
understanding
ensures Success
for both Parties
Contractors, Suppliers and Advisors play a
Critical Role in your Project
Map the Project EXPECTATIONS
with the Provider’s
Business Interests
Maintain a
Professional
Business
Relationship
 State the project needs clearly & agree :
price, quantity, quality to date of delivery, mode
of payment etc.
 Understand the importance of your project for
the supplier
 Do not drive down the supplier to be resentful

32. Engaging the Organisation for Results - Webinar
Page: 32
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Section Contents
 The Three Structural Components
 The PM’s Roles & Power
 The PM’s Power Model
 Trust Building
 Engendering Collaboration
Effective of the Influence Model

33. Engaging the Organisation for Results - Webinar
Page: 33
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Influence Model
The Three Structural Components
Worth
EffortLikelihood
Worth
"what's in it for me?"
Likelihood
"is this credible?"
Effort
"how much to have to put into this?"

34. Engaging the Organisation for Results - Webinar
Page: 34
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 WORTH – "what's in it for me?"
Determine Explicitly or Implicitly the
individual's Perception on:
• Security
• Autonomy
• Recognition
• Power
• Success
• Financial reward
• Challenge
• Variety
Discuss and Agree how the Desired Outcome
will Align to the Perception of WORTH
Close with a Commitment

35. Engaging the Organisation for Results - Webinar
Page: 35
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 LIKELIHOOD – "is this credible?"
• Demonstrate
previous results
and how they
were achieved
• Show a positive
attitude
State Clearly, Pragmatically and Credibly
what is Required
Discuss and Agree how the Desired Outcome
will Align to the Perception of LIKELIHOOD
Close with a Commitment

36. Engaging the Organisation for Results - Webinar
Page: 36
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 EFFORT – "how much to have to put into this?"
Explain Clearly the Context/Content
of the Performance Required
• State how
information &
necessary
resources will be
made available
• Emphasise the
assistance &
support you will
provide
Discuss and Agree how the Desired Outcome
will Align to the Perception of EFFORT
Close with a Commitment

37. Engaging the Organisation for Results - Webinar
Page: 37
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Project Manager's Challenges :
The PM’s Roles & Power
* according to FRENCH & RAVEN
Power –
 Used as a means for achieving goals
 Requires follower dependency
The Project Manager Leadership
will often have No Hierarchical Power
 Focuses on goal achievement
 Requires goal compatibility with followers
The Project Manager is to have an
Understanding and Application of the
different types of Power *
to Influence and to Establish
Confidence in order to acquire the
Support of others and to
Maintain their Commitment
External
 Interpreter
 Entrepreneur
 Negotiator
Internal
 Leader
 Promoter
 Motivator
Established by an Individual’s
Position in an Organisation
Formal
Power

38. Engaging the Organisation for Results - Webinar
Page: 38
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 The Project Manager's Challenges :
The PM’s Power Model *
* according to FRENCH & RAVEN
Based on Fear by means
of Threats & Intimidation
Coercive
Based on possession of
Desirable Resources
or Personal Traits
Referent
Based on the
Ability to Distribute Rewards
that Others View as Valuable
Reward
Legitimate An Individual’s Position in the
Formal Hierarchy of an Organisation
Expert Based on
Special Skills or Knowledge

39. Engaging the Organisation for Results - Webinar
Page: 39
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Trust Building
 Resulting in:
 Growth in reciprocal Trust
 Greater potential for future
Influence situations
 This will lead to:
 Trust and openness from
the other person
 Shared experiences
and commonality
 Nascent loyalty
and trustworthiness
 Building Trust starts by:
 Your decision to be trustful
of the other
 Your willingness to be open
 Your personal example

40. Engaging the Organisation for Results - Webinar
Page: 40
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Engendering Collaboration
Demonstrate you
have Confidence
in the person
Encourage
Confidence
 Declare your own
commitment
 State the limits of
your own risks
 Be convincing
 Acknowledge where
support is needed
 Be honest
People will then
willingly accept your
Influence
People will listen when
they have
Confidence in you

41. Engaging the Organisation for Results - Webinar
Page: 41
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Section Contents
 Sources of Conflicts In Projects
 Focus & Project Conflict Resolution
 Key Model for Conflict Management
Employing Conflict Management Techniques

42. Engaging the Organisation for Results - Webinar
Page: 42
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Sources of Conflicts In Projects
Between
managers and
subordinates
Between
departments
At functional
interfaces Conflict over
how work
gets done
Organisational -
Process
Conflict
At start of
group
development
Ways of
reaching
goals
Among team
members Conflicts over
Work content
and goals
Project –
Task Conflict
Difference in
ways on what
should be
done
Cultural
Between two
or more
people
Interpersonal
Relationship
Conflict
Individual -
Relationship
Conflict
Unfair
treatment
Threat to
value system

43. Engaging the Organisation for Results - Webinar
Page: 43
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Focus & Project Conflict Resolution
Cooperative
Attempting to
satisfy the other
party’s concerns
Focus
Assertive
Attempting to
satisfy one’s own
concerns
Conflict
Resolution
Functional
Handling conflict
by compromise
or collaboration
between parties
Dysfunctional
Conflict that
hinders group
performance

44. Engaging the Organisation for Results - Webinar
Page: 44
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
 Key Model for Conflict Management
Competing Collaborating
Avoiding Accommodating
Compromising
Assertive
Cooperative
HighLow
HighLow
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M.
Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA:
Consulting Psychologists Press, 1992), p. 668. With permission.

45. Engaging the Organisation for Results - Webinar
Page: 45
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.
Engaging the Organisation
to Achieve Results
The Project Manager's Focus is to
Coordinate, Facilitate & Orchestrate
the Actions & Efforts of All Stakeholders
to Contribute to the
Goals of the Organisation

46. Engaging the Organisation for Results - Webinar
Page: 46
Mit Consultants – The Knowledge Transfer Company: Copyrighted Material. Not to be reproduced without prior written consent.