1. Ask for feelings or opinions.

2. Paraphrase what others are saying. This technique can help clarify any misunderstandings, including misunderstandings that may prompt angry words about another member’s remarks. Just the act of paraphrasing the comment may make the angry team member realize that she is overreacting to the statement of a co-worker. As a team member, you may also want to paraphrase some remark to ensure clarification for the group as a whole: "Let me see if I understand your position. Are you suggesting that...?" "What I am hearing is.... Am I right?" "Let me restate the last point you made to see if I understand."

3. Call on the quieter members for their reactions to comments from more vocal members. You don’t want to put these shyer members on the spot by calling on them by name. On the other hand, they may have insights to add to the discussion. Consequently, rather than asking specific individuals to comment on remarks made, you may want to go around the room for comments from everyone, thereby not putting a spotlight on the more reticent individual. If someone looks uncertain, you can suggest, "Maggy wants more time to think about this. In the meantime, Charlene, what would you say about what we have heard so far?" Later, after Charlene has had her say, you can return to Maggy and ask, "Maggy, what do you think about Charlene’s comments?"

4. Ask for a summary. Periodically, you might want to stop the discussion to review conclusions reached. Not only will this keep your team on course, but it also allows the group as a whole to catch its breath, if it was a heated discussion.

5. Ask for more concrete examples. This moves the discussion from the abstract to specifics, from an exchange of information to specific actions the team can take to move forward.

6. Question whether the group has reached consensus. Periodically, the team may seem to have reached the point where it is ready to make a decision on an issue. At that point, you may want to call for a vote to see if you are correct that all the discussion is over.

If the group feels further discussion is needed, then allow that. However, if the group seems as if it can’t get over this hump, then you may want to ask, "What do we want the end result to be? What is it we are trying to accomplish here?" Focus the discussion on critical issues.

7. Call for action. As leader, you are always moving the team toward completion of its mission. That will demand that you monitor the discussion and, where appropriate, ask, "How do you think we should proceed?" Or, more specifically, "Darlene, how would you suggest we proceed?" Or, looking to the group as a whole, you might comment, "I’d like your suggestions on possible ways we can get started...."

As suggestions are made, put these on a flip chart for later discussion. Ideally, wait until all the ideas of the group have been put on the chart before discussing any.

8. Suggest the next step. Toward maintaining team momentum, you will have to put an end to conversations and move along to the next item on the agenda or, related to the team project, the next step toward the final mission or objective.

The closer you get to the end result, the more likely you will encounter differences in opinion—so, the more flexible your agenda should be in order to accommodate time for discussion.

9. Support a team member. You may need to make supportive statements to get members of the team to share their feelings: "Grace, you’ve had your chance to share your opinion. Let’s hear from Barbara now."

10. Confront disagreements. How you confront disagreements will depend on the degree of conflict, and the stage of the team’s mission in which the conflict arises. But it is imperative that you act immediately when conflict arises. For instance, Helen is sitting quietly in her chair, obviously upset. You might say, "Helen, you seem upset by what you have just heard. Could you share with the rest of us your concerns?"

The majority of the team members seems ready to come to a final decision. But there are two members who aren’t supporting the decision. Open disagreements and even hostility are impeding the team from making a decision. Then you need to give those opposed to the proposed actions a chance to have their say.