Management and operations studies are predominated positive-sounding reports regarding change and improvement. In this paper, we challenge this perception by stating that solving every problem that arises in an organisation is impossible and pointless by highlighting the phenomenon of tampering. Tampering occur when decisions of change is not guided by knowledge of the cause of the problem and end up making things worse. To the authors best knowledge, there is little knowledge about how tampering is manifested in practice. The purpose of this paper is thus to fill this gap by gathering practical examples (incidents) of tampering through interviews.