During a Sprint Retrospective, the team identifies an impediment involving a 3D printer. As a servant leader, which action best addresses the situation?

During a Sprint Retrospective, the team identifies an impediment involving a 3D printer. As a servant leader, which action best addresses the situation?

• A. Avoid future Sprint Retrospectives
• B. Advise the Product Owner that future increments may not be releasable
• C. Facilitate the team to find applicable 3D printer training
• D. Request a resource change to replace an existing team member with an experienced 3D printer developer

Answer: (C)

In Scrum, a servant leader helps the team remove obstacles and grow their capability. When an impediment involves a tool like a 3D printer, the most effective move is to empower the team to solve it themselves by finding the right learning path. Facilitating the team to identify and arrange applicable 3D printer training builds the team’s skill, reduces future blockers, and maintains stability and autonomy. It’s a sustainable, collaborative fix that aligns with the leader’s role of enabling the team rather than dictating changes or blaming others. Avoiding future retrospectives would halt learning and improvement. Telling the Product Owner that increments may not be releasable places risk on delivering value and misplaces accountability. Replacing a team member creates disruption and doesn’t address the skill gap, which training directly addresses.

In Scrum, a servant leader helps the team remove obstacles and grow their capability. When an impediment involves a tool like a 3D printer, the most effective move is to empower the team to solve it themselves by finding the right learning path. Facilitating the team to identify and arrange applicable 3D printer training builds the team’s skill, reduces future blockers, and maintains stability and autonomy. It’s a sustainable, collaborative fix that aligns with the leader’s role of enabling the team rather than dictating changes or blaming others.

Avoiding future retrospectives would halt learning and improvement. Telling the Product Owner that increments may not be releasable places risk on delivering value and misplaces accountability. Replacing a team member creates disruption and doesn’t address the skill gap, which training directly addresses.