As an external Scrum Master, you've been hired to support three existing Scrum Teams. The teams have been working with Scrum for a while now, but progress has been minimal. One of the biggest challenges has been to create a "Done" Increment every Sprint According to the team manager, the Scrum Teams are not taking sufficient responsibility. Instead, he feels, they are merely pointing fingers at other teams and management for their own inability to get their work done. "It would help", he says, "if the Scrum Master would remind them of their responsibilities and put more pressure on them to get things done". Sensing tension between the team manager and the teams, you propose to facilitate an open conversation between them. But the team manager categorically refuses to participate. The problem is with the teams, not with him.

How do you proceed? Where do you put pressure on the Scrum Teams, and how? What questions can you ask both parties? What would you inspect and adapt? What else could be going on here?