According to the SAFe 6 Scrum Master documentation, one of the potential root causes of Team Sync

anti-patterns is the lack of collective ownership. Collective ownership means that the team members

share responsibility for the quality and delivery of the team’s work. They collaborate, communicate,

and coordinate their efforts to achieve the team goals. They also support each other, provide

feedback, and resolve issues together. When there is a lack of collective ownership, team members

may exhibit some of the following Team Sync anti-patterns 1:

Reporting to managers (status meetings): Team members use the Team Sync as a way to report their

progress to the SM/TC or other managers, rather than to synchronize with their peers. This can

create a hierarchical and command-and-control culture, where team members are not empowered

to self-organize and self-manage.

Monologues: Team members give long and detailed updates that are not relevant or useful to other

team members. This can make the Team Sync boring, inefficient, and ineffective, as team members

lose interest and attention.

Cross-functional team standups (updates are not related to other people’s work): Team members

work on different features or components that are not aligned with the team goals or the Iteration

goals. This can result in silos, dependencies, and integration issues, as well as reduced collaboration

and coordination.

“Nothing to report” can be a good thing: Team members say they have nothing to report, either

because they have not done any work, or because they do not want to share their work with the

team. This can indicate a lack of transparency, trust, and accountability, as well as a missed

opportunity to get feedback and support from the team.

To overcome these anti-patterns, the SM/TC should coach the team on the purpose and value of the

Team Sync, and help them adopt the best practices for effective Team Syncs, such as 2:

Having a clear agenda and timebox

Focusing on the team goals and the Iteration goals

Asking the three key questions: What did I do yesterday? What will I do today? Do I have any

impediments?

Using visual aids, such as task boards or Kanban boards, to track progress and identify issues

Encouraging active participation, collaboration, and feedback

Ending with clear action items and follow-ups

(Must be taken from SAFe 6 Scrum Master resources)

Reference:

Scrum Master/Team Coach

Team Sync

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