A Developer from the Scrum Team is always missing the Daily Scrum. She feels that if she is doing her job well, it does not matter whether she attends or not. The other Developers on the team have not done anything about it. As the Scrum Master how should you respond to this situation? (choose the best answer)

The Scrum Master's role is to be a servant-leader and coach, fostering self-management within the Scrum Team. Option B exemplifies this by using a coaching stance. By asking powerful questions about the value of the Daily Scrum and the risks of non-attendance, the Scrum Master prompts the entire team to reflect. This approach empowers the Developers to understand the "why" behind the event, inspect their own process, and adapt their behavior accordingly. It addresses the root cause—a lack of perceived value—and encourages the team to solve its own problem, thereby strengthening their self-management capabilities, which is a key accountability of the Scrum Master.

A. You do not intervene. The Developers own the Daily Scrum, so they should deal with any issues with attendance. This is passive and ignores the Scrum Master's accountability for the team's effectiveness. While Developers own the event, the team is clearly not addressing the issue, indicating a need for coaching.
C. Talk to the Developer who is missing the Daily Scrum and ask her to always attend the Daily Scrum. This is a directive, command-and-control approach. It undermines the Developer's autonomy and the team's self-management, and fails to address the underlying reason for her absence (lack of perceived value).
D. Teach the Developers how to deal with this situation by attending the Daily Scrum yourself. The Scrum Master's attendance does not teach the team how to resolve internal issues. This action is disconnected from the problem of a team member's non-participation and the team's inaction. ---

1. Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. Scrum.org.

Page 6, "Scrum Master": "The Scrum Master is accountable for the Scrum Team’s effectiveness. They do this by enabling the Scrum Team to improve its practices, within the Scrum framework." This supports the need for intervention (ruling out A) and coaching (supporting B).

Page 6, "Scrum Master": The Scrum Master serves the Scrum Team by "...Coaching the team members in self-management and cross-functionality." This directly aligns with the coaching approach in option B and contrasts with the directive nature of option C.

Page 9, "Daily Scrum": "The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary... It is not the only time Developers are allowed to adjust their plan." Option B helps the team rediscover this purpose.

2. Stray, V., Sjøberg, D. I., & Dybå, T. (2016). The daily stand-up meeting: A grounded theory study. IEEE Transactions on Software Engineering, 42(12), 1134-1154. https://doi.org/10.1109/TSE.2016.2538348

Section 4.1, "Functions of the Meeting": The study identifies key functions of the Daily Scrum, including discussing progress, planning the day, and identifying impediments. The coaching question in option B helps the team realize these intrinsic values, which the absent Developer is missing and causing the team to lose. The Scrum Master's role is to help the team understand these functions to improve their effectiveness.