I also think there is a certain comorbidity of an organization pushing scrum heavily and other dysfunctions.

From what I've heard before my time, a lot of traditional organizations had a non-flat hierarchy and a set of 'bosses' - people in charge of personnel, planning, requirements, and technical decisions.

In 'modern' orgs this has been replaced by a 'matrix' structure with each team having a dedicated product owner, scrum master, line manager, requirements engineer, architect etc.

While the traditional org structure had some shortcomings, mainly having to do with the fact that if said boss didn't perform, then the team had no chance, and that so much institutional knowledge was locked up in said boss, that they were nigh-impossible to replace.

Modern management techniques are about replacing potential excellence with guaranteed mediocrity.