Interview with
summary
Claims that the Scrum Master is a change leader and that practicing the role badly produces clear negative results, then outlines a concrete model: act on three levels—supporting the development team, the Product Owner, and the organization. Uses a personal story and a Joe Watts quote to show the difference between protecting a team and actively shifting culture, and describes practical stances and common role mistakes so teams know what to stop doing and what to start doing.
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