The standard says that management review must be hald at "planned intervals". It does not say twice a year, once a week or whatever.
It also clearly outlines what aspects need to be covered, but it does not say that all of these have to be covered at the same time.
It says that records must be maintained.
Most importantly though are those "recommendations for improvement".
What we do, and has been acceptable for a good few audits, is we spread the review inputs, - and obviously minuted outputs - over a number of sessions. By doing this, the meetings are shorter and more focused. Our collegues with ADHD manage easier too. We also get better attendance out of the people who need to be in on the various review items. For example - customer feedback will involve representitives from production but include our whole sales team. Folow up actions are raised, but are specific to the item on the agenda. When all the minutes are put together, we have a rather complete and detailed record of management review.
I dont know if this will work for you, but we had the same issues in the past with a bunch of people together, some got bored, some suddenly became politicians, some hid at the back etc.
Doing it this way made the meetings shorter and helped to get alot more involvement and meaningful output rather than a

gathering because ISO says we have to.