Your agile team has completed their fourth sprint on a financial software project. During the retrospective, several team members mention that the daily standups have become status report meetings where everyone just talks to you, the project manager, rather than coordinating with each other. Team members seem disengaged, and blockers mentioned during standup often don't get resolved until the next day. The team says they don't find the standups valuable anymore. How should you address this situation?

Question

Accepted Answer

The correct answer is B. The core issue is that the standup has become command-and-control rather than team coordination. Facilitating a discussion about purpose and encouraging self-organization addresses the root cause and empowers the team to make standups valuable again. This aligns with servant leadership. Option C is the main distractor but is wrong because you would still be leading them—it doesn't solve the fundamental problem of team dependency on the PM. Canceling standups (A) removes a valuable synchronization opportunity. Simply shortening them (D) doesn't address why they're ineffective.

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