| Summary: | In the article, the author provides the findings of the empiric study, involving the employees of construction companies, with account for their diverse social statuses. Top executives, directors of departments, and engineers participated in the research project, covered by the article. One hundred and forty employees of six construction companies were involved in the empiric study. The project comprises quantitative and qualitative correlation of management situations, based on the methodology, developed by D. Snowden; contributions made by the psychological mechanisms of intergroup adaptation, as well as the resolution of management situations. The findings have proven that by getting adjusted to versa-tile management situations, group members alter the motivation potential of their groups by urging other groups, interacting with theirs, to get adjusted to the new environment of social interaction. Therefore, the difference in the motivation potentials of interacting groups may cause the resonance, leading to constructive solutions.
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