An effective SAFe Scrum Master should elevate people problems when?

An effective SAFe Scrum Master should elevate people problems when coaching and internal processes have failed to achieve the objective. This is significant because the Scrum Master is responsible for facilitating progress and removing impediments that hinder the team's productivity. When traditional coaching methods and established processes do not lead to resolution, it becomes necessary to escalate these issues to ensure they are addressed appropriately. Elevating a problem at this stage allows for intervention at a higher organizational level, potentially bringing in additional resources, support, or change strategies to help the team get back on track.

In the context of the other options, simply directing a team member to take action without success (the first choice) may indicate a lack of deeper underlying issues that need resolving rather than a clear need to escalate. A recurring disagreement with the Scrum Master (the second choice) might suggest communication issues that could be addressed through coaching rather than escalation. The third choice about the team failing to meet PI goals could be a symptom of various issues but does not automatically indicate a failure in coaching or processes that would justify escalating the matter. Only when these methods have proven ineffective does the need for raising the issue outside the team become evident.