I agree with many of the comments here, but as an ambivert with some neurodiversity, I loathe icebreakers. It isn’t about being shy, as I am not; it is about being forced to do something I don’t want to. Breaking into smaller groups can be helpful; with more than 14 people, insecurities surface. A facilitator is invaluable, offering a friendly face and reading body language. They can spot reactions and invite input from quieter participants. I also take breaks to connect with shy individuals, becoming their voice if needed. The challenge is often managing the vocal ones, but no space for that here 😊

Create a safe environment where every opinion is valued with open-ended questions, pauses for reflection. Involve members by addressing them by name or allowing to express themselves in writing, through pair/group work or using polls. Start with icebreakers, encourage short responses with positive feedback. Assign roles to increase activity. Use eye contact and open body language to foster participation. If these methods don’t work, have private dialogue to understand the reasons for passivity, such as insecurity, fear of criticism. Offer mentorship/training to build confidence. Hold informal meetings and involve in preparation or presenting materials to boost confidence. Be patient, as not all participants will become active immediately.

Some approaches that work for me in a virtual environment are If it is a meeting, it is important to understand why they are silent - too many participants? they are not the right audience, if it is a tell meeting - the reading material should be shared in advance, each of us consume information differently. If it is a workshop 1. Start the session with a personalized ice breaker - ask the audience where they are based out of and call out their name. People like listening to their name and respond more if the names are called 2. If meeting involves slides - as them for their insights based on a data slide. People who like to be involved speak up

In the hospitality industry, hosting a meeting is much like welcoming guests into your home. To ensure full engagement from your audience, it’s essential to create a comfortable and inviting atmosphere where they feel at ease. You can achieve this in several ways: use a sense of humor to break the ice, let your body language convey warmth and openness, and start the meeting with light, general topics perhaps a comment on the weather or a funny personal experience. Small gestures like these can help reduce tension, set the tone, and create a space where everyone feels relaxed and ready to participate.

I would also try to incorporate non-verbal ways to participate - e.g., using polls, having participants put their thoughts on sticky notes and then walking around the room to post and build on what others write, setting aside time for people to write - and then asking everyone to share.

Acknowledge the silence without any judgment. It's normal to prefer different ways to communicate or contribute. As a facilitator, I would be transparent about which specific feedback I need from them, and ask the participants if they need more time or how they would prefer to answer. Sometimes it can happen, that the silence is due to the facilitator not being so clear that the participants are hesitant on how to respond.

I’d likely kick things off with a hands-on activity something like a small craft, completing a puzzle, or even just cutting paper into four pieces. The act of doing something tangible, especially when it involves sharing materials or working together, seems to be an excellent icebreaker. It not only helps establish rapport but also creates a stronger connection by giving us something meaningful to discuss or bond over. It’s almost like a "show and tell" moment, boosting communication through the confidence that comes from creating or interacting with something together. This is just my small slice of insight.

Just some examples... - Create a feeling of trust and comfort from the outset. Agreeing ways of working amongst the group will reassure those who are quieter that it's OK to speak up without being judged. - Contribution doesn't have to be verbal only. Adopt a verity of methods to seek input, for example using sticky notes or, if you are leading a virtual meeting, the chat functionality can be very useful indeed. - Invite those who are quiet to speak and offer their views. Explicitly recognise the value that their contribution brings, for example 'Tracey, you have a unique perspective in your role, and we'd love to hear your view on this topic. Please could you share what you are thinking?'