WSJ has an article titled Munchausen at Work.

'Munchausen at Work'

Employees Advance
By Fixing Problems
They Had Created

By PHRED DVORAK

In late 2005, the night manager of a suburban Atlanta restaurant called owner J.D. Clockdale to boast about how well she had handled an irate female customer. The customer "ranted and raved" about a botched order, but calmed down after the manager gave her a free meal, Mr. Clockdale recalls being told.

INVENTING TROUBLE

Experts say a good work environment can dissuade employees from creating "problems" that need to be solved. A few tips:

• Stress teamwork over individual problem-solving

• Be wary of creating office "heroes"

• Watch out for information hoarding

• Ensure bosses are attentive to employees' needs

Source: WSJ Research

The problem: the tale was untrue -- as Mr. Clockdale discovered by reviewing surveillance footage and phoning the customer, who was an acquaintance. He concluded the order mistake was minor and remedied without histrionics.

Mr. Clockdale confronted the night manager, who confessed that she invented the altercation to look good. "She wanted more responsibility," he says.

With the popularity of Green and problems of Greenwashing coming from suppliers, it is quite possible you have internal greenwashers who are either making up problems that they say they solve or even worse they create the inefficient operation and fix it, claiming success. This is scary to think about, but I am sure for people have been in data center industry for a while you have found problems under the category of Munchausen Syndrome.

In Munchausen syndrome, the affected person exaggerates or creates symptoms of illnesses in themselves in order to gain investigation, treatment, attention, sympathy, and comfort from medical personnel. In some extremes, people suffering from Munchausen's Syndrome are highly knowledgeable about the practice of medicine, and are able to produce symptoms that result in multiple unnecessary operations.

WSJ continues with how Munchausen syndrome manifests at work.

The story illustrates a troublesome workplace phenomenon that's now attracting attention: employees who quietly cause problems so they can later take credit for fixing them. Georgia Institute of Technology business professor Nathan Bennett dubs the behavior "Munchausen at work," because it resembles a rare psychological disorder in which sufferers seek attention by making up an illness or inducing sickness in others.

Mr. Bennett says most experienced managers he has interviewed have encountered Munchausen at work and consider it disruptive. Such actions can be hard to detect and eradicate; perpetrators may gain promotions or recognition, encouraging additional attempts. "You get the kind of behavior you reward," Mr. Bennett says.

Solving the problem like any problem first involves detection, and then monitoring the issues.

Spotting the deception is the first step toward stopping it. Health-care administrator Gary Barnes suspected an office manager was causing the problems she took credit for solving at a Pittsburgh clinic where he worked during the 1990s. The manager blamed computer glitches for a delay in depositing insurance checks, then claimed to have fixed the problem. Mr. Barnes searched the manager's desk and found she had kept the checks in her drawer; he fired her.

Keep this is mind when you architect the design of your energy monitoring systems. The problems you may have can be personnel behavior in addition to your equipment. Few people think of tracking who is doing what in the data center.

Can you track efficiency improvements correlations to a person/group?

As mentioned in the WSJ article here is what else you can do.

INVENTING TROUBLE

Experts say a good work environment can dissuade employees from creating "problems" that need to be solved. A few tips:

• Stress teamwork over individual problem-solving

• Be wary of creating office "heroes"

• Watch out for information hoarding

• Ensure bosses are attentive to employees' needs

Source: WSJ Research