Some people like it, because it allowed them to push themselves on the rest of the team. But people who dont thrive in such constant dominance conflict end up resentful and helpless.
In the teams where I liked to work, I felt control over order in which I do tasks and general shape of something I was responsible for. So I could make my own decisions, decisions that would be really mine.
So when there was mess or something was late, it was my fault. I was not due to other people forcing me do things their way and I did not had to fight about every single detail, just because college happen to be anxious or control freak.
For the record, I did not liked when leader had micromanagement/dictatorship tendencies either.
These days I sometimes decide not to work on the top priority issue right now, because I suspect it'll take a few hours of uninterrupted log file reading / debugging / thinking to fix, but the day already has three different meetings scheduled.
If that's the last issue in the open sprint, choosing to add another issue to the sprint while there's still an open one tends to be a no-go, or at least causes some discussion, especially if the sprint closes without the issue being closed.
Or sometimes I simply I don't feel like working on a particular issue right now. Maybe there's no rational reason for that. I have no problem overriding that impulse if I know somebody else (either a colleague or a customer) is blocked by the issue, but if it's a case of "we have happened to include issue A in the sprint, but not issue B", having to work on A instead of B against my preference causes unnecessary resentment.
As an anecdote, I have an acquaintance who is a psychologist in silicon valley and he has mentioned he frequently works with patients suffering from mental health issues related to being subject to "agile" at work. I wish someone would do a proper study on this topic.
Personally, agile hasn't driven me to depression but it has made me target roles that avoid it at all cost. Life is too short and precious to suffer through a detailed status report meeting every.single.day.
I think that agile ignores human psychology. First, in management theory, intrising motivation happen when one has autonomy, mastery and purpose. Imo, plus accountability. Agile removes that from individual, but has some rhetoric that places it on the "team". But team is not person, it is set of people.
Second, it kind of assumes that people are socially perfect and everyone is kinda the same and its answer to any social human problem is "that is team dynamic or bad individual". It does not help to deal with predictable human imperfections, emotions and conflicts.
My guess is that SCRUM has a greater cognitive load than waterfall.
When you’re given the false hope optimization is possible, only to bump into 2-3 layers of middle management and just as many half-broken, Confluence spaces about the “one way of work” for the org... you just content yourself with features and tune out.