This is an anti-pattern that teams fall into when the surrounding management environment does not embrace the concept of Agility is a business capability, but instead sees Agile simply for the mechanisms it offers, such as .
This can yield some of the benefits of Agile methodologies, removing some big design up front, adaptability in requirements and incremental development. However, when teams cannot self-manage due to organisational constraints, these benefits are short-term and do not produce long-term behavioural changes that will positively affect organisational culture - as Culture is values plus behaviour. This will negatively affect morale.
This is often waterfall in disguise, or Agile in Name Only
Agile is a perspective not a process, but when applied simply as a mechanistic process can lead to Agile in Name Only.
Although when the latter is still present then it leads to Agile in Name Only and when imposed through a standard implementation across an organisation, promotes the Agile Industrial Complex
" (Agile in Name Only)
Environments that practice Agile in Name Only often decompose fixed notions of a thing to built into smaller 'user stories', that may not actually be user stories as originally intended - ie A User Story is a placeholder for a conversation .
Many purportedly "Agile" processes are actually Agile in Name Only, applying the process in a rigid way, often conveniently mapping back into the waterfall methodologies.