Moving from fire‐fighting to fire prevention: what service organizations need to know

Managers in manufacturing environments often engage in fire‐fighting rather than taking a more proactive approach to management. It is argued that, although often necessary, fire‐fighting has negative consequences associated with a focus on solving organizational symptoms rather than problems or predicaments. Additionally, many believe the empowerment of front‐line service workers is key to a successful service recovery procedure or program. Three different types of empowerment – service recovery, problem solving, and customer service – are presented and it is shown that service recovery empowerment is associated with fire‐fighting. The practical, managerial implications of these three types of empowerment, and of fire‐fighting, are discussed.