> team members are only concerned with their own tasks and don't want to help each other, which is disastrous on an "agile" team I think there's a delicate and

> team members are only concerned with their own tasks and don't want to help each other, which is disastrous on an "agile" team I think there's a delicate and nuanced balance here. On one side of the spectrum, there's dysfunctional teams where team members constantly interrupt each other and make it impossible for other team members to get anything done, because nobody can reach any level of focus. Team velocity stays a constant low, and incompetent management accepts low velocity because it's perceived as the stable and predictable output of the team in question. But on the other end, you have teams which don't communicate at all, and that's a different kind of dysfunction. I guess the question is, how much does any tool shape team culture, and how does that compare to management's influence and responsibility in shaping culture. Ultimately it's management's responsibility, but management also chooses the tools which a given team will use. I think that management has much more influence over team culture than any tool.