ABSTRACT
This chapter presents the case as a problem of social conflict, but it is clear that the conflict was not severe. It identifies the Electrical Equipment Company in 1932, that is, in one of the worst years of the depression. The chapter focuses on the company's problem of adaptation to its environment. It shows that high social rank is associated with a wide range of interaction. The Electrical Equipment Company was trying to survive in an environment, and therefore it had to show a profit. The main weight of the investigators' report did not fall on the element of sentiment in the external system, but rather on the relationship of activity to interaction and the effect of this relationship on sentiment in the internal system. The real situation in the company contrasted at every point with the norms of behavior that the design engineers and other members of the company had been taught to accept.
