Conflict between business users and technology teams is a story as old as enterprise software. Misunderstandings, dismissive attitudes, and overloaded support desks can erode trust and weaken company culture. In his INFOCUS 2025 session “Circle the Wagons: Rebuilding Trust Between Users and Tech Teams,” Todd Nelson with iLearnERP used both humor and history to show how organizations can protect what matters most — collaboration, communication, and shared purpose.

The Wagon Train Analogy: Protecting What Matters

Nelson opened with a metaphor from the 19th-century American frontier. Families traveling west in wagon trains would “circle the wagons” each night, not just to protect themselves from external threats but to safeguard their livestock — their livelihood. In the same way, organizations must circle their wagons around what is most important: the relationships that allow teams to function effectively together.

When trust breaks down between users and tech support, productivity stalls. Users stop calling in, culture suffers, and skilled IT professionals end up underutilized. Just as wagon trains relied on collective effort to survive, modern companies rely on healthy, respectful collaboration between their technical and business teams.

Understanding Both Perspectives

One of the session’s most engaging moments came from role-play examples. Nelson acted out the frustrations of both sides — an overwhelmed user calling in under pressure and a help desk agent dismissing issues before listening.

From the user perspective, top complaints include:

• Rudeness or dismissiveness from support staff
• Robotic, scripted responses
• Delays in resolving issues or closing tickets prematurely

From the help desk perspective, frustrations often include:

• Repetitive, low-value requests like password resets
• Users bypassing documentation or training resources
• Hostility or blame directed toward IT staff

Recognizing that both sides bring their own pressures, assumptions, and “baggage” is the first step toward rebuilding trust.

The “War Within” and How Our Brains React

Nelson emphasized that many conflicts don’t start with the other person—they start within ourselves. Drawing from behavioral science, he described how the brain often defaults to automatic responses. The cerebellum stores repetitive thoughts and beliefs, which can trigger unproductive emotional loops when conflict arises.

He introduced a model, C-T-F-A-R (Circumstances, Thoughts, Feelings, Actions, Responses), to explain how automatic thoughts shape behavior. For example:

• A user encountering an error might immediately think, “This is going to be awful. The help desk won’t listen.” That thought produces anxiety, which affects tone and language during the call.
• A help desk agent receiving a new ticket might think, “Another angry user who doesn’t know what they’re doing.” That thought leads to impatience or dismissiveness.

By consciously reframing those thoughts — “Software errors happen, and we can solve this together” — teams can avoid destructive loops and engage in more productive problem-solving.

Changing Habits and Building Belonging

At the heart of Nelson’s message was this: trust requires intentional effort. Some practical ways to reset the relationship include:

• Acknowledgment and empathy: A simple “I’m sorry you’re experiencing this—we’ll work through it together” can immediately lower tensions.
• Reframing automatic thoughts: Both users and IT staff can challenge the assumptions driving their frustration.
• Anchoring in shared purpose: Teams work for the same organization and share the same ultimate goal — success of the business.

Humans are wired for belonging. When employees feel like they are “circling the wagons” together for a common purpose, collaboration thrives. As Nelson reminded attendees, organizations function best when departments lock arms and take the hill together.

Key Takeaway

Rebuilding trust between users and tech teams isn’t about choosing sides. It begins with recognizing the “war within” ourselves — our thoughts, reactions, and assumptions — and making conscious choices to respond differently. By fostering empathy, reframing interactions, and anchoring in shared goals, companies can strengthen culture, improve communication, and protect what matters most: working together.

Want more?

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• Connect with peers in one of our Quest JD Edwards Community User Groups to swap stories, ask questions, and share tips with other users facing the same challenges.

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