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Coach as Problem Solver

Discussed Chapter 8, "Coach as Problem Solver", where we discussed questions such as:
"Take it to the Team" vs. solving problems for them (which excuses them from their commitment).
When are you tempted to solve problems for them?
We should welcome problems for the team's opportunity to overcome, grow, and become stronger together.
How are you projecting that to your teams?
When is a problem an impediment?
On seeing problems clearly, she emphasizes taking time to reflect before responding- to see clearly past symptoms to potential causes. She recommends:
going to the source - deeper dive on those who know /originated the problem
sleeping on it - time to reflect and question yourself
pairing with another coach - for broader perspective
-Which of these approaches do you use?
She says as Coaches, we need to take (some) responsibility for team problems in three areas:
at the Process-level ("How are we doing with Agile?")
in product Quality, and ("If this product were a burger, would I service it to my kid?")
in Team Dynamics ("How can the team become a better team?"
In resolving problems, she recommends reflecting symptoms to the team, giving hypothesis (of the cause), and then asking them what they want to do about it.
Do you assume the team already understands symptoms and causes?
What would guide you to take up problems during the Sprint vs. at the end- in the Retro?