Fixes that Fails: in Indian Two-Wheeler Service Sector

Abstract

Modern day world is complex and hence, the survival and growth of small organizations depend on how quickly they respond and adapt to the changing scenario. The mortality rate of small and medium enterprises is found to be rising. Managers find it tough to cope-up with pressure in making decisions. They are perplexed to notice that even the bad decisions result in good results. In the presence of non-linearities, delay in cause and effect, and feedback, decision-makers often resort to quick-fixes in the face of a problem symptom. They find the results encouraging. When the symptom reappears, they apply the same proven quick fix and thus fall prey to vicious loop and such a situation is addressed as ‘fixes that fail’ archetype. Such a situation is identified in two-wheeler service organization. Fixes that fail has been demonstrated and the fundamental solution is proposed in addition to other tactics in handling such scenario. The case study was conducted more than a decade back (2005) during my research work at one of the places in West Bengal. The data, especially, wages seem outdated but, the learning is vital.