Scrum Teams consist of people. People often have different opinions about how things should be done. They sometimes are emotional without obvious cause. If a Scrum Team gets caught in a conflict, its productivity will suffer.
What role does the Scrum Master play in a conflict-situation?
What techniques should the Scrum Master employ?
If the Scrum Team is struggling to deliver value and stays in conflict regardless of the Scrum Team’s efforts, what should the Scrum Master do?

A team has been practicing Scrum for over 6 months. Consider that a goal of the Scrum Team is to get better and better at delivering valuable and useful Increments.
Provide two examples from your experience that measurably demonstrate that a Scrum Team has improved.

You have been appointed the Scrum Master for a brand new product your organization is planning to develop. A Product Owner has also been appointed. Initially, fifteen developers will work on the product. What approaches are common for forming teams for this product, and how do they likely benefit or hinder the Product Development effort?

Mid-sprint the Developers forecast that they will not be able to deliver all of the planned backlog items. They are worried and ask for your advice as Scrum Master. What will you tell them?

The role of the Scrum Master can be seen as a “management” position.
In what regards do you consider a Scrum Master to be a manager? What management qualities are essential for a Scrum Master?

Discuss the correlation between “Technical Debt” and Not “Done” work?
Discuss how “Technical Debt” and Not “Done” work relate to the Definition of “Done.” Is one better than the other?
What can be done to ensure the transparency of “Technical Debt” and Not “Done” work?