Hi Chris! Thanks for reading and responding. I agree that Scrum does address change management in a way that waterfall doesn't cope with - basically Responding to changes over following a plan.

One way to answer the PO and the developers' accountabilities is that the team is responsible for "how" to complete a User Story. The PO prioritizes what brings the most value to the customer—the "why," I think, is everyone's responsibility.

Anyway, what I tried to convey, maybe not successfully, is that many persons only follow the game rules without understanding why they exist - which gives you superficial knowledge. Translated to business problems, as you mention, I would see that as implementing whatever the customer wants without asking the five whys or trying to understand the customer's real business problem. Many times we implement what the customer wants without asking why they need it. Like Scrum, many implement it without asking why they do Sprint Planning, User Stories, etc. -these then become ceremonies that often don't provide value, i.e., cargo cutting "which describes how some pre-industrialized cultures interpreted technologically sophisticated visitors as religious or supernatural figures who brought boons of cargo. Later, in an effort to call for a second visit the natives would develop and engage in complex religious rituals, mirroring the previously observed behavior of the visitors manipulating their machines but without understanding the true nature of those tasks" -https://en.wikipedia.org/wiki/Cargo_cult_science