IT managers have long bemoaned the tension between "change-the-business" (development) and "run-the-business" (operations) IT teams and their activities. In fact, most organizations suffer this curse, and stereotypes that reflect this animosity abound. Ops people, for example, envision dev people sitting in their ivory towers cranking out code all day and wanting to release applications oblivious to real-world constraints. On the other hand, dev sees ops as cog-turners ensuring that the IT infrastructure doesn't break under the strain of poorly written code. These stereotypes exist because organizational behaviors do exaggerate genuine conflicts, and both parties must act quickly to change.