Having personally witnessed all of these symptoms of "agile" on teams I've been on, I was pleasantly surprised to discover when I read Jeff Sutherland's book th

Having personally witnessed all of these symptoms of "agile" on teams I've been on, I was pleasantly surprised to discover when I read Jeff Sutherland's book that none of these problems have much to do with Scrum, which is more of a way of thinking about building (and tearing down) processes to optimize for the things only the team can identify, than a process itself. I think the reason these sorts of bad practices crop up so often is because internalizing and applying the sort of ego-free principles of Scrum is very very hard, even for a small team (or individual). Reading that book [0] (particularly the first half) was eye-opening for me, and I recommend it to anyone who works in an "agile" environment. [0] https://www.amazon.com/Scrum-Doing-Twice-Work-Half/dp/038534645X https://www.amazon.com/Scrum-Doing-Twice-Work-Half/dp/038534... Edit: I would add that the linked article is pretty typical of things I had read online about Scrum before I read Jeff's book, and I believe are very misleading and unhelpful, as they abuse one way to solve the problems they complain about. Bad team dynamics didn't come from Scrum. Maybe Scrum failed, but that's a whole different discussion.