Don’t be embarrassed or sarcastic. You may need her traits later on. Slow her down with difficult questions. Interrupt with: “That’s an interesting point; now let’s see what the group thinks.” In general, let the group take care of her as much as possible.

Keep your temper in check. Try to find merit in one of his points; express your agreement (or get the group to do so), then move on to something else. When he makes an obvious misstatement, toss it to the group; let them turn it down.  As a last resort, talk to him during a break; try to find out what’s bothering him; see if you can win his cooperation.

Cut across her tactfully by questioning others. Thank her; suggest that “we put others to work.” Use her for summarizing.

When he stops for breath, thank him; refocus his attention by restating the relevant points, and move on.  Grin; tell him his point is interesting; point to the chalkboard/overhead projecter, and in a friendly manner, indicate that we are a bit off the subject.  Last resort, glance at watch.

Don’t embarrass her. Call on her by name; ask her an easy question.

Or

Call on her by name, then restate last opinion expressed or last remark made by group member and ask her opinion about it. When you move around the room, saunter over and stand casually behind members who are talking. This method should not be made obvious to the group.

Or

Make a light remark to the group as a whole, such as:
  
“I think we are losing focus here – can I bring everyone’s attention back here please,”

and then resume the task at hand.

Say, “I can see how you feel” or
“That’s one way of looking at it.” 

Say, “I can see your point, but can we reconcile that with (true situation)?”

MUST BE HANDLED DELICATELY

Generally, you should avoid solving clients problem for them. Never take sides. Don’t let this hang you up. There are times when you must, and should, give a direct answer. Before you do so, try to determine their reason for asking your view.

• Say, “First, let’s get some other opinions.”
   
• Select a member to respond. “Bill, how do you look at this?”
   

Cut in on the argument; minimize the points of disagreement (if possible). Draw attention to objective; cut across with direct questions on topic. Use your authority as the leader and say along the lines of: 

“I think we are going to have to agree to disagree about this topic,”

and then move it along.   Do not get drawn in.

Point out that WE can’t change policy here; the objective is to operate as best we can under the current system. Indicate you’ll discuss problem with him or her privately later. Have a member of the group answer him or her. Indicate time limits.

Take blame:

“Something I said must have led you off the subject. This is what we should be discussing.”

(Restate point or use chalkboard.)

Don’t say, “What you mean is this.”

Say, “Let me repeat that,” or “If I understand you correctly, you feel that…” 

(Then put it in clearer language.)

Find out what’s motivating him or her. Arouse her interest by asking for her opinion. Draw out the person next to her, then ask the quiet one what she thinks of the view expressed. If she is seated next to you, ask her opinion in such a way that she’ll feel she is talking to you, not the group. If the person won’t talk, compliment him or her the first time she does. Be sincere!  Watch for cues – you don’t want to traumatize the truly shy person.  In this case, you might have a personal conversation with this person (during a break, for example) to get his or her views and then, if the views are relevant to the topic, present them to the group under the auspices of:

“I was talking to someone during the break who feels that…”

and then proceed from there.

Share his or her viewpoint with the  group; have group members straighten him or her out. Remind that time is short; you’ll be glad to discuss it later. Ask him or her to accept group viewpoint for the moment.