In SCRUM technically it's the scrum master's responsibility to make sure everyone is participating in the process as they should. He will ultimatly have to answer if something goes wrong because of one team member's behavior.

Having said that, SCRUM also emphasizes the participation of the team as an important element of delivering good results. And obviously, Anne's behavor seems to bother you, so I think you should speak out.

I am finding it really demotivating from at least 2 points of view i.e.: 1) scrum master seems ineffective and 2) why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

Whose behavior is bothering you, Anne's or the scrum master's? If Anne's behavior is bothering you, talk to her. If it's the scrum master's, talk to him. If it's both, talk to both. Maybe none of them has (yet) realized how you feel about it and telling them might have an effect on their behavior. Even if it doesn't, at least nobody can say that they didn't know.

When you talk to them, try to find the right moment. That's what watercooler talk is (also) for. In a more relaxed setting it will be easier to get your message through. With Anne it could be also helpful to ask her why the SCRUM process bothers her so much that her passive-aggressive behavior is warranted, so you can see what the main motivators of her behavior are.

In SCRUM technically it's the scrum master's responsibility to make sure everyone is participating in the process as they should. He will ultimatly have to answer if something goes wrong because of one team member's behavior.

Having said that, SCRUM also emphasizes the participation of the team as an important element of delivering good results. And obviously, Anne's behavor seems to bother you, so I think you should speak out.

I am finding it really demotivating from at least 2 points of view i.e.: 1) scrum master seems ineffective and 2) why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

Whose behavior is bothering you, Anne's or the scrum master's? If Anne's behavior is bothering you, talk to her. If it's the scrum master's, talk to him. If it's both, talk to both. Eventually though, someone will have to talk to Anne.

The motivator behind people's actions is either that they want to gain something or that they are afraid to lose something. Anne's behavior might not be even rational, so understanding her motivations is necessary to adress her behavior.

Since you share her scepticism of the SCRUM methodology it would not be a bad idea if you talk with Anne instead of the scrum master, since you can start on a common ground which would make the conversation much less confrontational. Once you have established a conntection through your shared scepticism, you can start exploring the reasons for her behavior, which will help you to find a way to get your point across.

After you figured out her motivation, you might want to leave the conversation at that to give you time to think about your approach to the next conversation with her.

In SCRUM technically it's the scrum master's responsibility to make sure everyone is participating in the process as they should. He will ultimatly have to answer if something goes wrong because of one team member's behavior.

Having said that, SCRUM also emphasizes the participation of the team as an important element of delivering good results. And obviously, Anne's behavor seems to bother you, so I think you should speak out.

I am finding it really demotivating from at least 2 points of view i.e.: 1) scrum master seems ineffective and 2) why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

Whose behavior is bothering you, Anne's or the scrum master's? If Anne's behavior is bothering you, talk to her. If it's the scrum master's, talk to him. If it's both, talk to both. Maybe none of them has (yet) realized how you feel about it and telling them might have an effect on their behavior. Even if it doesn't, at least nobody can say that they didn't know.

When you talk to them, try to find the right moment. That's what watercooler talk is (also) for. In a more relaxed setting it will be easier to get your message through.

In SCRUM technically it's the scrum master's responsibility to make sure everyone is participating in the process as they should. He will ultimatly have to answer if something goes wrong because of one team member's behavior.

Having said that, SCRUM also emphasizes the participation of the team as an important element of delivering good results. And obviously, Anne's behavor seems to bother you, so I think you should speak out.

I am finding it really demotivating from at least 2 points of view i.e.: 1) scrum master seems ineffective and 2) why should I care (I'm also a Scrum-cynic) if Anne doesn't and faces no consequences, maybe just because I'm newer to the org than Anne?

Whose behavior is bothering you, Anne's or the scrum master's? If Anne's behavior is bothering you, talk to her. If it's the scrum master's, talk to him. If it's both, talk to both. Maybe none of them has (yet) realized how you feel about it and telling them might have an effect on their behavior. Even if it doesn't, at least nobody can say that they didn't know.

When you talk to them, try to find the right moment. That's what watercooler talk is (also) for. In a more relaxed setting it will be easier to get your message through. With Anne it could be also helpful to ask her why the SCRUM process bothers her so much that her passive-aggressive behavior is warranted, so you can see what the main motivators of her behavior are.