> Every single tiny aspect of work is dictated by somebody else, commitee or some kind of process.
That is not the way Scrum is meant to be implemented. The goal is to have a cross-functional, empowered team with the ability to make their own decision. The Product Owner - as part of that team - makes ultimate decisions as to what the product will be.
> It creates unnecessary hard social situations
Yes, social conflicts in team can be tough. Following the values of Scrum, respect and openness in particular, helps teams sort these things out. I know that in practice, it involves a lot of skill to guide a team through those phases.
> the components of motivations in pretty much any other fields are autonomy, mastery, accountability
You are absolutely right. If you read through the Scrum guide, you will find all those aspects in there. I think what you are describing, though, is how Scrum is "lived" in many organizations, which have difficulties empowering teams and provide the environment necessary to do Scrum.
In these situations, the answer is often that Scrum simply don't work, it's clashing with your culture and structure. Many teams opt to implement parts of Scrum - which is fine and might work exceptionally well, but it's not Scrum.
That is not the way Scrum is meant to be implemented. The goal is to have a cross-functional, empowered team with the ability to make their own decision. The Product Owner - as part of that team - makes ultimate decisions as to what the product will be.
> It creates unnecessary hard social situations
Yes, social conflicts in team can be tough. Following the values of Scrum, respect and openness in particular, helps teams sort these things out. I know that in practice, it involves a lot of skill to guide a team through those phases.
> the components of motivations in pretty much any other fields are autonomy, mastery, accountability
You are absolutely right. If you read through the Scrum guide, you will find all those aspects in there. I think what you are describing, though, is how Scrum is "lived" in many organizations, which have difficulties empowering teams and provide the environment necessary to do Scrum.
In these situations, the answer is often that Scrum simply don't work, it's clashing with your culture and structure. Many teams opt to implement parts of Scrum - which is fine and might work exceptionally well, but it's not Scrum.