If the dominating stakeholder is a high-priority stakeholder then their inputs are essential. Listen intently and make everyone speak. Re-direct discussion to stakeholders who have more impact on the topic and take their inputs like 'I heard you but I'd like to take XXX's buy-in since it directly impacts them'. If you want to avoid any domination, you could share forms or sheets before the discussion where stakeholders can share their points and only those can be discussed with the primary input person being at the center of the discussion. Another way could be for you to talk to the quiet or less involved stakeholders personally about their inputs and consider those in your discussion next time.

This is a great question and it happens a lot. As a BA, it pays to know your stakeholders in advance. If you can, try to identify potential "problem" stakeholders ahead of the meeting. Have a quiet word; get them on-side; be their agent in the conversation. Let them know that you have their side of the story but you are keen to hear others' views. Give them a five minute slot at the start (if appropriate) to set the scene then suggest they listen to the rest of the debate rather than try to dominate it. If the situation evolves mid-meeting, then the other suggestions here are useful: try to bring others in. Use non-verbal communication to try to let the dominating stakeholder know that they should back off a little. Humour helps here...

To make sure everyone gets a chance to share their thoughts when one stakeholder dominates the discussion, set clear rules for fair participation, like limiting speaking time or taking turns. Acknowledge the dominant stakeholder’s points, but kindly steer the conversation by asking others to speak, saying things like, “Let’s hear from someone who hasn’t spoken yet.”Encourage quieter participants by directly asking them open-ended questions to make them feel comfortable contributing. You can also use methods like going around the group for input or collecting ideas in writing to ensure balance. If the issue continues, talk to the dominating stakeholder privately and explain why it’s important to hear from everyone for the project’s success.

The best approach to this dilemma starts with trying to understand the stakeholder's motivation. The person 'dominating the discussion' could be a high-control person who has a low-trust relationship with the other stakeholders. The person could also be someone who thinks aloud and processes information by talking. If a business analyst is in a position to intervene at all, the right approach in one situation will be the wrong approach in the other. There are multiple facilitation techniques that will assist in gathering input from the entire group; making it less likely that one person can dominate the discussion simply by thinking aloud. Just remember that there is no facilitation technique that will fix a toxic group culture.

When a stakeholder dominates a discussion, it’s crucial to create a balanced and inclusive environment to ensure all voices are heard. As a business analyst, you can use facilitation techniques such as setting clear ground rules at the start of the meeting, emphasizing the importance of balanced participation. Politely intervene if necessary, redirecting the conversation by inviting quieter stakeholders to share their perspectives. Use structured approaches like a round-robin format or collaborative tools like sticky notes or digital boards to collect inputs non-verbally. Additionally, follow up with one-on-one discussions to capture insights that may have been missed during the meeting.