As a Scrum Master, how should you handle conflicts arising from differing definitions of "done" within a Scrum Team?

The correct answer emphasizes the importance of collaboration and team ownership in Scrum. Conducting a session to coach the team on resolving conflicts regarding the Definition of Done fosters an environment where team members can openly discuss their perspectives, leading to a shared understanding and agreement on what "done" means. By actively facilitating this process, the Scrum Master helps the team develop their own Definition of Done, ensuring it is a collective agreement rather than a mandate.

This approach cultivates buy-in from all team members, which is essential for their commitment to following the agreed-upon standards. It also reinforces the values of Scrum, such as collaboration, transparency, and respect for each other’s viewpoints, further strengthening the team's dynamics and effectiveness.

In contrast, simply writing the Definition of Done or stopping the conflict does not engage the team members in the process, which can lead to resentment or lack of adherence. Asking conflicting members to resolve the issue outside the team removes the opportunity for collective problem-solving and learning, which could hinder the team's growth. Therefore, facilitating a session for discussion and alignment is the most effective way to handle such conflicts within a Scrum Team.