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Top 10 Types of Resistance in IT Development

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Using regularly the ABC of ICT approach I found that there is very little information about it (I got it myself thanks to a link somewhere in the comments).I found a very good article about it, so I decided to translate it, maybe someone will want to know more about this approach to development and process management in companies.
Top 10 Types of Resistance in IT Development
Original published at GamingWorks (creators of the most popular business simulations for IT around the world)

Lots of text
The result of the last 2, 500 ITIL professionals surveyed in 15 countries suggests a significant number of ITIL implementation failures.
As IT becomes more and more important to business, more and more IT organizations are turning to ITIL and other ITSM libraries to increase control and deliver services that deliver business value. ITIL V3 perfectly emphasizes that we in IT must bring "value to customers according to expected outcomes without incurring risks or specific costs."
Unfortunately, many ITSM development programs fail. Results show that 70% to 80% fail to deliver value. A Forester report showed that 52% fail because of employee resistance within companies. These failures mean useless spending and increased business risk. Isn’t it time to stop failing projects?
Despite more than 2 million ITIL certifications around the world, still most endeavors don’t go as well as they should, if the numbers are to be believed. Personally, I’ve played our Apollo-13 business simulations with more than 1, 000 different customer organizations, and I can tell you that the results confirm the challenges faced by organizations using best practices and just adapting to them. Clearly, something is missing in the training and certification approaches that are commonly offered! If we want to finally remove these wasted costs and risks and deliver real value with ITSM frameworks, it’s important to identify these types of resistance so we know what to do about them.
We surveyed 2, 250 ITIL professionals who jointly participated in nearly 100 ITSM improvement projects to determine the most common types of resistance. To do this, we used cards from the ABC of ICT methodology and asked them to select the 3 types of resistance they encountered most often.
We also discussed this in a number of ITIL groups on LinkedIn and Have grouped the results together. according to the ABC of ICT methodology. The ITSMF (ITSM Foundation) community in the U.S. also held a series of workshops to get feedback in this direction.
This article depicts generalized 10 types of collective resistance in development.
Lack of management support
The importance of ITIL is only conveyed in words, in other words, management does not promote ITIL. Managers who don’t help with problem solving like "We say yes, we mean no." Managers who don’t allocate resources. Managers who get frustrated with the lack of quick results and stop participating. As seen in Linkedin discussions, management engagement must be conscious and supported by seeing quick wins from projects and initiatives so that they continue to support and participate in the project. The result of Linkedin discussions on this topic puts it at #1. This indicates that management is not prepared to continually support what they have started. Very often they just don’t know what is expected of them as support.
We say "Yes, " we mean "No".
People promise to do some tasks and don’t do them, doing something else. Or with customer support, they promise to follow procedures or use some tools, but they don’t do what they promised. When the same behavior is observed with the management or it just fails and thus closes the chain, there appears a closed cycle of errors and problems, and the employees say "See! We told you ITIL wasn’t going to be the best option." Without management input, this problem will derail your development plans.
ITIL is not an end in itself
Very often we tell companies "what will happen" rather than "why." ITIL is not a goal to achieve by itself.
"Everyone else is using ITIL and we should too…", "We’re going to implement ITIL…", "This is what the book says…!". Very often ITIL projects are too large and complex and "not fit for purpose". People try to "implement" too much and too quickly by setting unachievable goals. Ask everyone in your company the definition of service according to ITIL. Too few will answer this question. Tell them the connection of all of this to benefits and results, and alignment with costs and risks, as well as explain in the context of what your organization is trying to comply with ITIL.
Plan, Do, Stop… Lack of Focus on Development
Too often ITIL projects are just projects. The results of which are not used for sustainable development and validation that the business needs to evolve, IT solutions are implemented to keep ITSM consistent with the business, processes continue to deliver value, protect against ever-increasing costs and risks.
Never hesitate to follow instructions, just do what you’re used to
People don’t like to change. If they don’t see a reason for it or a benefit from it, they may resist change. If there is too little management involvement, that resistance will increase rapidly. This can happen at any level including business and user if they see ITIL as a barrier to something.
ITIL will never work here
A common type of resistance to change in ways of working. Lack of understanding of what ITIL is needed or what change will bring.
Often employees have not been told or persuaded of the need for change or they refuse to understand that it is really necessary. Once people have set themselves up against using ITIL, the resistance will be argued by a lack of time or resources. As the need to use ITIL increases, this reasoning will seem more meaningful and cause resistance from employees.
Not controlling the decision, assuming that people will follow it
Despite more than 15 years of ITIL existence, trainings and certifications, annual itSMF conferences with hundreds of presentations and examples, we still don’t know how to adapt and apply ITIL. We still make mistakes forcing people to develop their own processes and procedures. We still think we can "implement" or "use" ITIL. In "ABC of ICT" experts share their approaches and recommendations regarding this. You can read the conclusions in the article " What the experts say " to help determine how to successfully adapt and apply ITIL… Does anyone feel a responsibility to read it and act according to ITIL… or do most people behave along the lines of "not my area of responsibility."
IT doesn’t need to understand business to form a business case
ABC-card research among IT organizations at #1 showed "IT has too little understanding of business priorities and impact." Part of it still has to do with the fact that IT is still too "self-focused." Often we see business cases or sets of metrics and metrics, but they are "self-focused" and too weakly focused on customers or services. The connection between "benefit, " "results, " "costs, " and "risks" is virtually non-existent. IT can certainly argue exactly what their metrics are used for … but ask the business if they agree that these are the metrics, benefits and expectations they need. Generalized resistance to change in the workflow. Lack of confidence in the need for ITIL or that it will make a difference. Often no one has explained the need for change to employees or they refuse to understand that it’s really necessary. Once people have set themselves up against using ITIL, the resistance will be argued by a lack of time or resources. As the need to use ITIL increases, this reasoning will seem more meaningful and cause resistance from employees.
Can’t specify the benefit expected by the business
We still don’t fully understand the benefits and results to be achieved using ITIL. Seventy percent of ITIL projects are still not able to demonstrate any benefit. IT is not seen as a partner that brings value and doesn’t know how to gain trust from the business. When at an ITIL conference we asked the definition of a service – less than 5% raise their hands and are busy "implementing" it. It begs the question "what are they going to get out of ITIL?"
According to users, everything has the highest priority
Surprisingly, in 15 years of working with ITIL, most companies don’t understand the priority, importance, and expected business benefits of using ITIL.
We’d like to know who has overcome these types of resistance from businesses so that this can be shared with the community. If you’re just getting started on an ITSM development program, worry about them. Make sure your consultants or training centers know how they will overcome these types of resistance from business employees.
To see the complete list of resistances that were discussed on Linkedin, you can download this document
P.S. This translation is close to the original, therefore some moments may seem complicated or not understandable, I tried to keep the style of the original. The translation is published with the permission of GamingWorks. This article is based on the book "ABC of ICT" by Paul Wilkinson and Jan Schilt

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