What ITSM can learn from guide dogs

Within IT Service Management (ITSM), we’re constantly looking for ways to collaborate more effectively, manage risks, and deliver customer value. And sometimes, the best insights come from unexpected places. I recently thought back to my time working in care for people with visual impairments — and how a well-trained guide dog operates in that context.

A guide dog learns something we often forget in ITSM: when the owner says “forward,” but a truck is speeding by — you don’t follow that command.

This principle is known as intelligent disobedience — and that very behavior is essential in many IT teams to maintain control over service delivery, processes, and change management.

Intelligent disobedience within the ISM method

The ISM Method is about creating a simple, coherent structure for IT service delivery. But even the best method requires people who keep thinking critically. Because within ISM too, processes are not an end in themselves. They are tools — and sometimes you need to dare to go against a procedure to prevent harm.

Think of:

• An application manager who deviates from the process because it’s in the customer’s best interest.
• A Change Manager who postpones a high-risk change, despite pressure from above.

• A Security Officer who sticks to policy, even when it gets in the way of a popular cloud solution.

• A Service Manager who agrees on realistic SLAs — and doesn’t make empty promises to the customer or management.

The best IT professionals don’t follow blindly — they think proactively. And that’s exactly what the ISM approach encourages: ownership, craftsmanship, and leadership within IT.

Why this matters for ITSM leadership

The ITSM Masterclass is all about leadership within IT — not just in formal roles, but in developing professional courage. Intelligent disobedience is a core quality in that. Because effective leadership also means having the courage to say “no” when it’s necessary.

For leaders, this means creating space for critical voices. Employees who dare to question a decision aren’t being difficult — they’re protecting the organization from unintended mistakes.

For IT professionals: dare to stand your ground. Keep the bigger picture in mind. If you spot a risk others overlook, be the one to speak up. That’s not disobedience — that’s professional leadership.

Exercise: when were you intelligently disobedient?

When was the last time you (politely) refused to follow an instruction because you knew the consequences would be risky? And what was the outcome?

And no, “forgetting” your turn to get coffee doesn’t count…