Product owner
The scrum master decided to resign for his position. He thinks that he encountered injustice in the company. After he resigns, the head of the organization decided to assign a new Scrum master. Despite the good competencies and communication skills of the new Scrum Master, the development team strongly against to new Scrum master. They note that former scrum master might be very well to work with. So, they would generate more benefits.
In this case, what should a new scrum master do?
It doesn't seem they have the option of going with their old Scrum Master since they resigned. Has the Development Team voiced the reasons for their resistance to a new Scrum Master other than 'we'd rather have the old one?"
It seems some resistance management may be in order...or perhaps the new Scrum Master truly isn't a good fit for the team.
I would say that there is something fishy.
If the Scrum Master is good, why would people, even of they are not friends with him like the other one, refuse working with him? this is a professionnal context not a friend context.
Maybe if I were in this casen I would try to have an open discussion to see what I would lack and what they expect, and also what I could do for them. A healthy discussion is always useful.
re: "In this case, what should a new scrum master do?"
Be an even more effective servant leader. Help the team clear blockages, be a supportive coach and in general make it clear that support of the team is important to them.
Respect the team's grieving if that's what is happening. If they were close to the old scrum master then this whole thing may have been very shocking for them.
"People need to know you care before they care what you know" - Theodore Roosevelt (according to a quick google search)
Indeed, the SM should put much effort in the servant leadership role. Show the team the SM cares for them.
Important part could be to sit with the team and ask them straight out what the grieving is all about and what strong / positive factors they have for wanting the "old SM". If the new SM knows what they like, there is a good change the SM can give it to them. Next to that, in general (given your story) I think the SM should make transparent he or she is not the strategic management pawn in a cheated chess game, but a person separate from the previous problems. (unless this is not true of course ;))
Always Keep in mind "To change the system you have to be in system" . Discuss the current methodology suggestion and way of working with Development team. Get familiar with current nature of work, Adapt it for one sprint put your observation in front of team and convince team for improvements.
Always Understand "To change the system you have to be in system". Gather inputs from Development team on current way of working, Adapt it for one sprint gather your observations and Convince team for improvements along with value additions. With another view Keep aside the experience and try to look at the current work culture with fresh mind, might be for the product current way of working is the best way and in this case new SM will have to adapt and understand the best practices of previous SM.