You are coaching a newly formed agile team for a financial services project. Three team members have deep expertise in the legacy systems but no agile experience, while two members are experienced agile practitioners but new to the domain. During the first sprint, you notice the legacy experts are reluctant to break work into small increments and prefer to complete entire features before showing anything. The agile practitioners are frustrated by this approach. The team is struggling to complete even simple stories. How should you address this?

You are leading an agile project with a newly formed team. During the first two sprints, you notice that one team member, Sarah, consistently remains quiet during daily stand-ups and retrospectives. When she does speak, her contributions are valuable, but she appears uncomfortable in group settings. Other team members have started making decisions without her input. The team's velocity is acceptable, but you sense Sarah's potential is not being fully utilized. What should you do first to address this situation?

During sprint planning, two developers on your agile team disagree strongly about the technical approach for implementing a user story. The discussion is becoming heated and the team is running out of time to complete the planning session. Both approaches appear technically viable. What should you do as the servant leader?