A delegate who is difficult is often nervous, or bored, or has been taught that winning an argument is the point. Fewer are a discipline problem than it feels like at the time.
Work out which one you have before you decide what to do.
Correct behaviour in front of the house only when the house needs to see it corrected. Everything else is a conversation in a break.
Never speak down to a delegate. Never embarrass one in front of the house. A delegate who is humiliated stops speaking for the rest of the conference, and you have lost them.
Common in lobbying. One confident delegate writes the whole resolution and the rest of the group watches.
Go to the group. Ask a quieter delegate what their country's position is, in front of everyone. Ask the group who wrote which clause. Making sure one loud delegate does not dominate a group is part of the chair's job during lobbying. See Running lobbying.
In debate, spread recognition deliberately. Track who has spoken, and prefer a delegation that has not.
Do not put them on the spot cold. Tell them privately that you will call on them after the next speech, and tell them what you will ask.
A first speech that was warned about is far more likely to happen than a first speech that was sprung.
See Your first speech for what they have been told to expect.
If a delegate has not followed what is happening. They have not spoken, and that is not shyness. In a break, tell them which resolution and which clause the house is on, and whether debate is open or closed. Then offer them a place in the speaking order.
The route for disagreeing with a chair's procedural mistake is a point of order. It is not debatable, it must refer to something that just happened, and it ends when you have ruled.
Answer it once, explain the ruling to the whole house, and move on. Do not enter a second round.
If you are unsure whether they have a point. Say that the chair will confirm it, check with your co-chair, and come back to the house. If they were right, say "the chair stands corrected". That ends it faster than defending a wrong ruling for ten minutes.
Some delegates invent points. Some use the wrong words for a real one. Inventing a point is not allowed. Getting the words wrong is a mistake.
Work out what they meant, take it if it is real, and tell the house the correct name afterwards. See Handling points.
If a point of information attacks the resolution. That is out of order. Ask them to put it as a question, and move on if they cannot.
Nobody insults any member of the house, any guest, any member of staff, or the secretariat.
Stop it immediately, ask for the remark to be withdrawn or rephrased, and continue. Do not stage an apology in front of the house. A public apology is only required when a delegate has insulted another person directly. An insult aimed at a political position is not a personal insult.
See Keeping order.
No delegate leaves during debate without permission. Say it on day one and hold it from the first time.
In MEDIMUN, if delegates are missing under the missing delegate policy, the chair tells the secretariat immediately using the MediBook feature for it. See The missing delegate policy and Chair reporting a problem.
Handled as a matter of academic honesty, not as bad behaviour.
If you find it during lobbying, tell the main submitter to rewrite it in their own words. If they do not, the resolution is not debated. If you find it during debate, it is far more serious, and the secretariat is always consulted. See Plagiarism.
In MEDIMUN, a chair never contacts a delegate through external social media. A chair never shares a personal email address or phone number with a delegate. A chair never joins an external group that has minor delegates in it. Conversations with delegates happen in person or in MediBook. See Chair contact with delegates and Chair safeguarding.
Have the conversation with another chair present. It protects the delegate and it protects you.
Escalate to the secretariat in any of these cases.
The behaviour is repeated after a warning.
It is aimed at a person rather than at an argument.
A delegate refuses a direct instruction.
Anything is unsafe.
If you are unsure whether to escalate. Escalate. The cost of telling the secretariat about something that turns out to be minor is a short conversation. The cost of not telling them is carried by a delegate.