Decision-making and problem solving are central parts of managers’ working day, yet shortcomings such as making subjective or biased decisions and decisions based on incomplete data are reported. Attempting to resolve non-problems by changing a system perceived to have caused a problem is sometimes denoted as tampering. The purpose of this paper is to explore possible countermeasures for proposed types of tampering, namely overcompensation, derailing, disagreement, overruling and escalation. All tampering types studied require different countermeasures. Common countermeasures are to focus on problem identification, not attempt to find solutions too quickly and involve employees with first-hand knowledge on the problem.