In SCRUM meetings, and particularly during retrospective after sprint, it is critical to ensure open, safe comm. That's why team has right to ask everyone else out during retrospective or ask executives to not attend particular status meeting. In one of companys I did work, we had a woman, which was particularly good at moderating meetings - she was outside project. For a team, where people had issue with openly discuss problems and even cooperate well, she was introduced to help to talk. No strings attached, she was there to moderate, help execute the meetings, guide their way, no detailed reports provided up in the food chain. It was said at the day one. After two weeks communication in team appeared to change dramatically, and after one month this was completely another team - she helped them. The team needs to feel secure to openly discuss it's drawbacks. I mean - I've seen a lot of retrospectives, even ones, where people where angry on each other and it got hot. I think it's crucial if you want to have SCRUM - one of cornerstones there is the team executing development, and the team is also about honest communication.

On top of other answers, it seems like issue with either team or definition of done/planning: - is your team ( i mean team: devs, testers and writers) sitting in one room? IF not, try to sit them down close to each other. They will have a plenty of opportunities to communicate outside stand-up. Helps a lot. - keep rigor on stand-up - just 3 questions, status and go to after discussions. I've seen failed introductions of SCRUM just because stand-ups got too long and people were just tired of too long status meetings - items - seems like stuff is little too complex, task granularity is too large or guys do not have much experience... whatever, I can only guess. Try out with one-two items, split it into really small tasks with clear definition of done, see if it reduces number of after stand-up discussions. Be aware - SCRUM is also about constant code refactoring, sometimes it's even 3rd or 4th iteration on the same part of code, that produces functionality satisfying most requirements. One person brought up important topic - open talk about one's problems. It takes experienced/good at 'soft skills' moderator to make team comfortable about telling of own flaws and drawbacks. Just one rule, yet very important - never allow it to have at least shadow of getting personal, always cut to the chase and disregard/ignore comments outside of subject. There is no magic, golden triangle quality/time/cost requires constant corrective actions, be it cutting the scope or extending the deadline or decision like 'now we need to refactor to get better performance/make more extendible architecture'. Keep focused on use cases, which constitue 80%-90% of normal usage of software, patch corner cases or just avoid them by design limiting delivered functionality - from my experience developers tend to spend a lot of time (and cost in company terms) to cover all cases possible, instead focusing on the basic ones.