Sales organizations are often the most game-theoretic rational folks in an organization: a large fraction of their compensation is directly attributable to recent efforts.
That doesn't make them honest or efficient or trustworthy, just canny and responsive.
By way of contrast, operations can only be seen negatively (if things are working, that's normal, and if things are not, that's bad) and development usually has conflicting incentives (stability! and features! and responsiveness! and bugfixes!) with cycle times and group responsibilites obscuring attribution.
That doesn't make them honest or efficient or trustworthy, just canny and responsive.
By way of contrast, operations can only be seen negatively (if things are working, that's normal, and if things are not, that's bad) and development usually has conflicting incentives (stability! and features! and responsiveness! and bugfixes!) with cycle times and group responsibilites obscuring attribution.