I recently joined a new company as a scrum master. I have six years of experience as a web developer and the last two years as a lead developer.

I did have some experience and I am quite good as a scrum master, receiving good feedback from the teams and managers.

My question is about my new job: in my new experience, there are three developers and two of them are not fans of the scrum methodology. They do not want to participate in some team-building activities and, for scrum ceremonies, they are not motivated at all. They even think that scrum and scrum masters are useless. Conversations were not easy with the previous scrum master (who left this company partly because of the team behavior).

My strategy is to keep proposing team building (they need it for sure), keep trying, but not force them. But being a nervous person, I think I will lose my nerves. Do you think I should involve the managers since the problem is being opposed to the methodology that the company chose (scrum and agile) and against the company's values? Should the directors and managers intervene?

####Updates
I proposed some slides to present during the sprint review, in this slides, I proposed to show our work we did during the sprint, so for each developer I proposed a slide where we basically see his/her tasks DONE during the sprint, I just finished the meeting to propose them this new format (before, they had one page slide with the full tasks of the sprint, and randomelly developers start to speak..) So my idea is basically to be just a bit more organised, and split by speakers... I get a BIG rejection, this is the argument : NO, this format shows that developer X did more than developer Y and stakeholders will prefer developer X.. My answer : Anyway stakeholders will now what each of you did because even if you'll not have your own page, you will speak from one big list and everyone will know what you did.. I got this point but this is the REAL conflict : they still say no even when you give good arguments.