I have been in a similar situation myself, although not in a SCRUM environment. The way I understand it, it is not about SCRUM, it is about people.

As a manager, you must understand that you ALWAYS manage people, and the people do the job. Unfortunately for me, I understood that too late.

So the best thing you can do is to organize unofficial / semi-official F2F meetings with the people, and ask them what makes them reluctant / opposing. Ask about their own reasons. Ask about the reasons of other people - according to the understanding of the other person. Collect as much data as possible. In the end, you will have a chance to analyze it and act on it.

Since you are new in the company, you do not know the dynamics of the relationships. Even more, the balance of those dynamics changes, and NOT in your favor, when you joined the team. I am sure that at least one person wanted to take the role that you have now. And other people expected to move up in the remaining positions.

If you go the official way, you have much bigger chances to fail. Build good relations with your colleagues, and then thing will smooth by themselves.

It did wonders at my old company, but is seemingly sinking the team at this one.

No two people are the same. No two companies are the same. You have the wrong expectations. You are one, they are many. It is much easier for you to adapt to them, then it is for them to adapt to you.

I have been in a similar situation myself, although not in a Scrum environment. The way I understand it, it is not about Scrum, it is about people.

As a manager, you must understand that you ALWAYS manage people, and the people do the job. Unfortunately for me, I understood that too late.

So the best thing you can do is to organize unofficial / semi-official F2F meetings with the people, and ask them what makes them reluctant / opposing. Ask about their own reasons. Ask about the reasons of other people - according to the understanding of the other person. Collect as much data as possible. In the end, you will have a chance to analyze it and act on it.

Since you are new in the company, you do not know the dynamics of the relationships. Even more, the balance of those dynamics changes, and NOT in your favor, when you joined the team. I am sure that at least one person wanted to take the role that you have now. And other people expected to move up in the remaining positions.

If you go the official way, you have much bigger chances to fail. Build good relations with your colleagues, and then thing will smooth by themselves.

It did wonders at my old company, but is seemingly sinking the team at this one.

No two people are the same. No two companies are the same. You have the wrong expectations. You are one, they are many. It is much easier for you to adapt to them, then it is for them to adapt to you.

I have been in a similar situation myself, although not in a SCRUM environment. The way i understand it, it is not about SCRUM, it is about people.

As a manager, you must understand that you ALWAYS manage people, and the people do the job. Unfortunately for me, I understood that too late.

So the best thing you can do is to organize unofficial / semi-official F2F meetings with the people, and ask them what makes them reluctant / opposing. Ask about their own reasons. Ask about the reasons of other people - according to the understanding of the other person. Collect as much data as possible. In the end, you will have a chance to analyze it and act on it.

Since you are new in the company, you do not know the dynamics of the relationships. Even more, the balance of those dynamics changes, and NOT in your favor, when you joined the team. I am sure that at least one person wanted to take the role that you have now. And other people expected to move up in the remaining positions.

If you go the official way, you have much bigger chances to fail. Build good relations with your colleagues, and then thing will smooth by themselves.

It did wonders at my old company, but is seemingly sinking the team at this one.

Now two people are the same. No two companies are the same. You have the wrong expectations. You are one, they are many. It is much easier for you to adapt to them, then it is for them to adapt to you.

I have been in a similar situation myself, although not in a SCRUM environment. The way I understand it, it is not about SCRUM, it is about people.

As a manager, you must understand that you ALWAYS manage people, and the people do the job. Unfortunately for me, I understood that too late.

So the best thing you can do is to organize unofficial / semi-official F2F meetings with the people, and ask them what makes them reluctant / opposing. Ask about their own reasons. Ask about the reasons of other people - according to the understanding of the other person. Collect as much data as possible. In the end, you will have a chance to analyze it and act on it.

Since you are new in the company, you do not know the dynamics of the relationships. Even more, the balance of those dynamics changes, and NOT in your favor, when you joined the team. I am sure that at least one person wanted to take the role that you have now. And other people expected to move up in the remaining positions.

If you go the official way, you have much bigger chances to fail. Build good relations with your colleagues, and then thing will smooth by themselves.

It did wonders at my old company, but is seemingly sinking the team at this one.

No two people are the same. No two companies are the same. You have the wrong expectations. You are one, they are many. It is much easier for you to adapt to them, then it is for them to adapt to you.