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Trying to get the Scrum Master to solve issues that are a lot deeper in a superficial way

We were trading stories among many Scrum Masters when we came across this story from one of them that seemed to be an area that seemed likely to cause problems in teams that have newly moved to Scrum. The issue related to a case where a team recently moved over to using Scrum and were using Waterfall earlier. They had an organization structure where there were powerful leads who controlled the dev and QE teams and who were responsible for ensuring the quality and timing of the deliverables as part of the software project schedule. Then the team heard of the wonders of the Scrum methodology and decided that this would help in ensuring that the project will become more predictable and get more visibility into how the schedule will work.
So, the team learnt all about Scrum, about the various meetings that are part of Scrum, about the Daily Scrum meeting, the discussions that need to happen as part of the Daily Scrum meeting and the role of the Scrum Master in setting the discussion to happen as well as resolving issues. So, the meetings started, but the leads did not really figure out their role in ensuring the software project worked on schedule. They were supposed to be coaches for their team members with the team actually being the ones responsible for estimates, for tracking their work, and so on.
However, over the course of the next few weeks, the confusion between the role of the leads and that of the Scrum Master became more difficult with the leads not sure what they had to do when things did not seem to be on track; they looked at the Scrum Master as the person who will be the sort of Project Manager for the team and who would ensure that the team would be pushed and prodded (as they would have been led in the past by the leads). The Scrum Master on the other hand looked at the role as one who would empower the team to get things done, and ensure that they were getting all the support necessary to be an empowered Scrum team.
This confusion and dichotomy accelerated pretty fast, to the extent that in the next few weeks, the leads actually got into a confrontation with the Scrum Master about his inability to ensure that the team was delivering as per time, and escalated the matter to senior management. It required some real monitoring of the team by another expert Scrum Master to ensure that the team was indeed scaling up to deliver as per time (and without being really pushed by their Scrum Master). However, the problem that this brought out was the Scrum Master was being expected to do something that he did not believe was his role to do so.

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