I am from Taiwan. When similar condition occurs in our companies, we would

[1] negotiate with the 'impediment' to clarify his/her viewpoints

[2] remove his/her email from list so they temporarily won't influence other colleagues to make progress in out events

[3] ask managers to cope with them, because usually we have no authority to kick someone out of a team. But that's a problem we have to handle.

A scrum master needs ethical courage to do others aren't willing to do to protect a team, at the risk of being fired or hated.