What is a potential drawback of Peter's decision to split a Scrum Team into two due to an oversized team?

The decision to split a Scrum Team that has grown too large can indeed lead to potential challenges, particularly regarding the team's ability to self-organize. In Scrum, self-organization is a critical principle that empowers teams to make decisions about their work and how to accomplish it. When a team is divided, this shift can disrupt their established dynamics and hinder their self-management capabilities.

By splitting the team, members may find it more difficult to communicate and collaborate effectively, particularly if they had developed a strong rapport and understanding among each other. This can lead to a situation where new teams may initially struggle to establish the same level of trust, autonomy, and cohesion that the original team had. Consequently, the loss of self-organization can impede the Scrum Team's effectiveness, slowing down their ability to respond to change, manage their workload, and innovate.

This situation highlights the importance of maintaining a balance in team size. While smaller teams generally have better communication and productivity, the transition must be handled with care to ensure that the principles of Scrum, especially team autonomy, are preserved.