Humor.

I don't typically look at people through an archetypal lens - I believe it's better to engage people as individuals rather than as roles.

Prevention is one of the best ways to create a positive learning and working environment. Preconsulting with the leader of the team or sponsor of the session is essential. Sometimes it's worthwhile to talk/meet with some of the participants as well, particularly if they represent strong opposing viewpoints or if there are unhealthy team dynamics.

When a person is dominating a session or taking away from the experience in other ways, these strategies can work:

• listening and talking with the person during a break
• asking, "Let's hear from someone who hasn't commented yet."
• changing the learning approach - show a relevant video, pair people to discuss a question, use a different activity - the change in pace can sometimes address the distracting behavior

Tendency to "normalize" human interaction in corporate settings is not supportive of inclusion and diversity. It creates an army of drones that think and act alike. History shows that misfits and "weirdos" (a/k/a neuro-diverse crowd) usually bring unique points of view to the table. This ability to see beyond the obvious is an essential component in the survival of the species or success of an enterprise.

Notably, some of the brightest minds have horrible social skills. We all probably met an incarnation of Dr. Sheldon Copper at some point. What would the world look like if Tesla, Einstein and so many others were silenced into compliance with some arbitrary norms of conduct? These are, of course, extreme examples but we all fall somewhere in that spectrum.

A facilitator's job is to provide guardrails, put some wind in everyone's sails and get the best out of each and every one of the audience. If s/he exudes respect, humility, authority and is well prepared, the audience will follow.

Clues (verbal or non-verbal) should be given to make it clear what constitutes unacceptable behavior in that particular setting. An alternative, more appropriate set of responses should be offered to manage conflicts, but not at the expense of the freely expressed opinions.

In the final analysis, the measure of success is not so much how well everyone gets along, but the quality of the outcome. Creating a sterile environment that kills dissent and creativity is more concerning than few hurt feelings or ruffled feathers... if the outcome is great.

We should be able to put on the big boys/girls pants, take on the challenge with cheer, abandon contempt and remember that anyone could do it if it was easy.

While contemplating the subject, I came across the following book that seams like a good read and right on point:
"Selfish, Scared and Stupid: Stop Fighting Human Nature And Increase Your Performance, Engagement And Influence"
-- Kieran Flanagan and Dan Gregory

And an interesting article:
https://www.psychologytoday.com/blog/evolutionary-psychiatry/201105/genius-and-madness

As a Facilitator it's important to recognize those in our 'Helpful' crew and those in the 'disruptive' camp but the skill is not to show it and alienate participants. It's important everyone feels valued and comfortable and relaxed in the environment to get the best outcomes and full learning experience.

I like to champion the behavior of playfulness and begin my sessions by setting some group agreements in a fun and enjoyable way. It gives me a non confrontational platform to signal and call things out and it can be done without singling people out. It also empowers all participants