The team is taking over responsibility, but they face loads of problems.
The easiest way is to take over and remove those impediments for them. But wait. How does that approach lead to the goal of the ScrumMaster building a self-organized team? It doesn’t. So the ScrumMaster has to take the slower and more painful approach for the sake of the team and coach them to realize they can handle most of the impediments by themselves. If the ScrumMaster doesn’t do this, she ends up as team secretary very quickly, and the team becomes a low-confidence group that always waits for someone else to fix things. Proper facilitation of meetings and discussion helps as well.