It really helps if someone is actively managing the meeting. As a PM, I've often done this in meetings with my engineering team. It works well because I don't k

It really helps if someone is actively managing the meeting. As a PM, I've often done this in meetings with my engineering team. It works well because I don't know enough to contribute much to the technical discussions, but I know enough to know when they're veering off track or someone's dominating the discussion. I also know which engineers aren't as prone to interrupting, and I can make sure they're included in the discussion. I often go with a little self-deprecation just to keep it light when things are spiraling out of control. Something like, "Okay, time to take a pause and dumb it down for the PM. It sounds like we've settled on the fact that the issue is x, and the possible solutions are a, b and c. <Quiet engineer>, you've dealt with x before - what are your thoughts?" Smart people are prone to chime in with their thoughts, even if it involves interrupting. In PM/design meetings, I'm guilty as hell of that, but I recognize when whoever is running the meeting is shutting me up so others can speak and appreciate it.