Since Scrum does not say how to do everything a team may need, they often fill in the gaps, knowing nothing other than their Scrum training, with practices with which they are familiar. They have never, or barely, engaged in a discussion of what implementing the Agile values and principles means in their organization. Thus, they fall back on old practices not seeing how they violate the Agile fundamental ideas.

I think Scrum's philosophy is that, whatever Scrum doesn't say to do (or not to do), is left up to teams to "figure it out." Without the basic Agile grounding what they figure out is most often what they know from prior practice and behavior.

To take your example of the Daily Meeting (standing up came from XP, not Scrum, for example). Scrum doesn't say how to do it, so people treat it like a status meeting. If people had absorbed Agile values and principles, they would question the status meeting behavior more deeply.

For many whose introduction to Agile practice is just what a specific frame work says, that's what they think Agile is.

I have asked hundreds of people what Agile practices they are following and the vast majority of answers are that they are doing Scrum or SAFe, etc. Their training never spent much time, if any, on the Agile values and principles, so the framework is what they believe Agile is all about.