If marine consultants hired to evaluate the Steamship Authority thought their urgent call for sweeping change at the boat line would be swiftly heeded, this week’s events surely crushed that notion.

First came a memo from general manager Bob Davis labeled “initial thoughts,” purporting to embrace key management recommendations in the consulting report, while rejecting what was surely among the most important ones: to hire a chief operating officer.

Then came a confusing board of governors meeting at which the boat line’s overseers couldn’t seem to agree on even the half-measures recommended by Mr. Davis. The board decided to move forward on hiring of one new position recommended by consultants, a director of marine operations, but kicked the possibility of other new positions down the road.

And if more evidence were needed that the boat line is still being run like a mom and pop shop, consider that Mr. Davis, the former treasurer, told governors that he would fill in as acting treasurer until a replacement can be found for his successor, who has resigned. As if he doesn’t have enough to do managing the reconstruction of the $60 million Woods Hole terminal and dealing with vehement opposition to the design of a new terminal building, not to mention running a $100 million ferry system.

It is a good illustration of what HMS Consulting termed the authority’s “hero culture,” a phrase that was not meant as a compliment. While acknowledging that the SSA is full of well meaning, hardworking people, the consultants found an over-reliance on a few individuals. When every situation is treated like an emergency requiring a hero to rush to the rescue, an organization fails to develop the capacity to avert or manage the next problem.

Imagine what Mr. Davis will not be doing while he’s busy doing the books.

It is a symptom of the leadership problem at the Steamship Authority that, when presented with the opportunity to get some high-level help and blame it on the consultants, Mr. Davis responded with a proposal that, though adding some new positions, would do little to upset the status quo. Not incidentally, the new director of marine operations — absent the hiring of a chief operations officer — will add yet another position reporting directly to the general manager.

“As it is now, various staff members all have access to me one on one, so to add something in between there may be seen as perhaps an unnecessary step,” Mr. Davis told the governors.

He’s got that right. There are no doubt a number of people inside the organization who will see bolstering top management as an unnecessary step. That’s why it’s up to the board of governors to take some bold action.

Righting the ship will take some additional money and that may well mean some increase in rates, but adding positions to an organization without investing in strong management to set the course is the surest route to failure.

Governors, it’s up to you.