If someone might commit a crime, we don't put everyone in jail.
Many of the corporate processes and principles are an illustration of people really not getting this idea.
We make people clock in and out of work so that we know they worked. Except in this industry, time at place of work is a ridiculous metric. I should know, I've just had two weeks of motivational issues where I was at work and performed really bad (to my standards).
We make people write test cases and tick the box as they complete them, because, quoting an old manager of mine "no one in their right mind would test if they were not monitored in this detail" Well, I did. And still do. And I love it. The devs loved it as soon as it wasn't tick-the-box.
We introduce common practices and processes for teams with very different skillsets and background, even if there was no common problem those solve.
When I look at processes and practices, I note that I have personal preferences. I prefer no estimates, no Jira, end-to-end visibility and sense of ownership, understanding and solving problems. I recognize that everyone in my team has their own personal preferences, and I respect their preferences as I expect them to respect mine. I do compromises, like spend my time suffering with Jira just because they still haven't figured out that it isn't making them better. And they experiment with whatever ideas we all interject into the efforts of trying to make things better.
What inspired me to write this is a discussion about my personal dislike for definition of done.
I believe definition of done is a great tool for building a common understanding for a team on what they try to mean when they say done. I've used it, multiple times.
I've come to think of it as "definition of done for now"-
I've learned that a deeper version of it is risk-based definition of done for now, even within one team. Cookie cutter templates rarely work for other than getting started.
I've experienced over and over again how forcing definition of done over many teams for reasons of consistency is short-sighted. First you have to understand if the teams are consistent, or if some are steps ahead of others, and approaching the same problem with a different solution could actually improve things more.
As with any practices and processes, I don't accept that it would be our only option for improvement. Using time on one thing is time away from something else - the idea of opportunity cost. If Definition of Done would help us make sense in a messy multi team setting, would any other approaches work? Could you redesign the team compositions to force the architecture you aspire that would drive down the dependencies, leveraging Conway's law? Could you instead of a Definition of Done (there are plenty of examples what this contains), describe your team's responsibilities in some other format that would enable you to see a dimension DoD misses?
Using Jira states the different way is hardly the reason why developers find it hard to start working on a new component. Looking at the code and its structures is a much more likely reason. Lack of documentation and training is a much more likely reason.
Go for consistency when it solves a problem without introducing bigger ones. Putting everyone in jail because one might rob the bank tends to be a bigger problem.