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Building operations connects the building, its performance, and end-users. When there is a mismatch between users' expectations and operations processes, complaints can arise. This paper investigates whether adopting enhanced complaint handling processes can help diagnose performance problems. Using two LEED platinum-rated office buildings as cases, we describe the components that make up an enhanced complaint handling process, and discuss some of the social dynamics of complaints in buildings. We suggest that enhanced complaint handling might contribute to a form of ongoing commissioning that goes beyond primarily reactive or dismissive treatments of complaints.

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