In a professional setting, nothing works better than setting expectations upfront.
For instance, over a meeting invite, letting everyone know the agenda and the rules of engagement would go a long way in setting the expectations beforehand. You might even set rules of engagement generally enough for all meetings instead of just yours... of course, then, expect to work on the feedback from all quarters, but that's manageable. It might also stand to surprise you the number of people that might be supportive of such a thing because it makes future meetings productive and approachable for them.
That said, some teams do have dynamics where a few powerful personalities by the virtue of their position in the team or their closeness to the management drain out all other voices in the room, as it were. This is a different ball-game since it involves power struggle which you'd eventually lose. A couple of ways I know to out manuver is to:
1. Show up in the meeting prepared with facts beforehand.
2. Do a post-meeting commentary on the meeting notes or talking points with a view to encourage further discussion, over email or wikis or docs.
Regardless, your comments may be ignored. Don't take it too hard, but know that you were heard loud and clear, fwiw. Rest of your team most certainly isn't turning a blind-eye.
For instance, over a meeting invite, letting everyone know the agenda and the rules of engagement would go a long way in setting the expectations beforehand. You might even set rules of engagement generally enough for all meetings instead of just yours... of course, then, expect to work on the feedback from all quarters, but that's manageable. It might also stand to surprise you the number of people that might be supportive of such a thing because it makes future meetings productive and approachable for them.
That said, some teams do have dynamics where a few powerful personalities by the virtue of their position in the team or their closeness to the management drain out all other voices in the room, as it were. This is a different ball-game since it involves power struggle which you'd eventually lose. A couple of ways I know to out manuver is to:
1. Show up in the meeting prepared with facts beforehand.
2. Do a post-meeting commentary on the meeting notes or talking points with a view to encourage further discussion, over email or wikis or docs.
Regardless, your comments may be ignored. Don't take it too hard, but know that you were heard loud and clear, fwiw. Rest of your team most certainly isn't turning a blind-eye.