It has been a year since you started as a Scrum Master for a team. Back then, one of your first activities was giving a short explanation of Scrum and its purpose: reduce risk, and provide value sooner by delivering and "Done" increment every Sprint. This became the team's mantra.

Today, team morale is low. Everyone still believes in the importance of delivering "Done" increments every Sprint. But it just doesn't seem possible in this organization. For the past months, they always end with an "Almost Done" Sprint Backlog. During the Sprint Retrospective, one team member suggested lowering the expectations and making the Definition of Done less ambitious.

Imagine that you are the Scrum Master of this team, what would you say or do? How could you help this team move forward? What are useful tactics or experiments to explore?