Many scrum masters have an obsession with quickly turning their teams into what they want them to be. Once their expectations are not met within some arbitrary time limit, or someone resists their ideas, then the fight begins.
But the fight takes energy, time, and resources, and most of the time it doesn't solve the problem. In fact, most of the time it worsens the problem. When this happens, it's time for some reflection about the role of the scrum master.
Priorities of the scrum master and the team
Even when a team agrees that a problem is indeed a problem, the team may not agree on what's most urgent. As the scrum master, if you ask the team to make efforts to what the team perceives as a secondary conflict, the team will likely resist. They may cooperate nominally, but in the best case you're only getting a fraction of their potential.
Don't be stubborn
Some scrum masters want to make their company look a very specific way, usually in accordance with common models or methods in the industry. Sometimes they openly confront managers who don't align with their vision of how things "should" be.
It might feel like you're "fighting the good fight" when you attempt to do this, but that doesn't mean you're making progress. You have important work to do, and while your entire company might eventually be transformed, you have to start somewhere. The more support you gather from your team, the better chance you have of spreading your agile principles throughout the organization.