An autonomous and self-managing team thrives when hierarchies take a backseat, allowing Scrum accountabilities to drive the ways of working. While organizational hierarchies persist, especially during the formation of Scrum Teams, it’s crucial to discuss privileges and their impact on a team’s ability to self-manage.
Hierarchical Privilege: This explicit form of privilege arises when a Scrum Team comprises employees with varying levels of seniority. Senior employees wield influence, sometimes making unilateral decisions that affect the entire team.
Increasingly, I encounter developers who don’t seem to enjoy using the Scrum Framework to deliver software, and this is a cause for concern because I have fond memories from my days as a developer working on a Scrum Team. I relished the collaborative atmosphere within the team, where everyone supported each other in development, testing, deployment, and held a shared sense of accountability.
However, nowadays, I hear developers express their discontent with Scrum for various reasons, including: