Lots of practices can fix problems that you know are there and need addressing. The risk is when there are unanticipated problems, so that no-one is taking the steps to resolve them specifically. This is a problem for Scrum for a couple of reasons: firstly the sheer speed of a Sprint. Team members are given time-pressured tasks to complete, so they will work primarily to complete them. Issues outside of a task are not the team member's problem (the Scrum Master usually encourages this focus). The tasks of other team members are not their issue either. Secondly, the simple speed of progress with Scrum means that anything not on the task board doesn't have time to be looked at. As with all problems within a Scrum, everything boils down to that vital task planning step at the start. New Scrum teams just don't realise (because no-one tells them) that tasks can create widespread knock-on consequences beyond the obvious scope of the task. A good task planning needs to anticipate these, pull them out as distinct tasks and make sure they're then managed appropriately. It's not hard to do these, it's just hard to notice that they need to be done.