Conflictogen as the Basis of Conflict

The literal translation of the word “conflictogen” is “something that generates conflict.” A conflictogen can be any object, thing, idea, viewpoint, relationship, word, action (or inaction) that reveals differences and can lead to a conflict situation and its escalation into a full-blown conflict. The word “can” is key here, as it highlights the potential danger of a conflictogen and often causes us to lower our guard against it.

A conflictogen can serve as the basis for a conflict. In fact, a single conflictogen can give rise to several grounds for conflict, leading to multiple conflicts developing simultaneously. This multidimensionality of conflict, which unfolds along different lines, means it is important to identify the conflictogen within a conflict situation and to distinguish all its attributes: the basis, the phase of rising tension, the phase where one conflict transitions into another, and the transitional stage itself, which contains the potential for both cooperation and competition, as well as conflict.

Destructive conflictogens of a subjective nature are especially dangerous because they provoke the escalation of other conflictogens. In other words, we tend to respond to a conflictogen with an even stronger one, often the strongest possible. That’s why it’s important to recognize provocative conflictogens “by sight.”

Main Types of Conflictogenic Actions

• Striving for superiority – condescending attitude and tone (even if seemingly friendly), boasting, being categorical, dogmatic, imposing your advice, making jokes at someone’s expense, interrupting, raising your voice.
• Displays of aggression – can be a personality trait or a situational reaction to circumstances.
• Displays of selfishness – a value orientation where personal interests prevail over those of others.
• Rule violations – breaking discipline, ethical norms, workplace rules, safety regulations, traffic laws, etc. Rules are designed to prevent conflicts.
• Open distrust.
• Unfavorable circumstances.
• Interrupting the speaker, belittling their importance.
• Emphasizing differences between yourself and the other person in a way that puts them at a disadvantage.
• Persistent refusal to admit mistakes or acknowledge someone else’s correctness.
• Undervaluing a partner’s contribution to a common cause and exaggerating your own.
• Constantly imposing your point of view.
• Insincerity in judgments.
• Sudden acceleration of the conversation’s pace and abrupt ending.
• Inability to listen to and understand the other person’s point of view, and many other behaviors that are generally perceived very negatively by others.

Hidden Aggression and Key Conflictogenic Words

Conflictogens like “striving for superiority” and “displays of selfishness” fall into the category of hidden aggression, as they are a veiled attack on a person’s dignity and interests. Hidden aggression often provokes an open, stronger aggressive response. The main conflictogenic words in business communication include:

• Words expressing distrust: “You lied to me,” “I don’t believe you,” “You don’t know what you’re talking about,” etc.
• Insults: “Idiot,” “Scumbag,” “Moron,” “Jerk,” “Wimp,” etc.
• Threats: “We’ll meet again at your review,” “I’ll remember this at your exam,” “You’ll regret this,” etc.
• Mockery: “Short-legged squid,” “Four-eyes,” “Big ears,” “Wimp,” “Weakling,” etc.
• Comparisons: “Staring like a sheep,” “Oinking like a pig,” “Digging through papers like a pig in oranges,” “Repeating like a parrot,” “Like a telegraph pole,” etc.
• Words expressing negative attitudes: “I hate you,” “I don’t want to talk to you,” “You disgust me,” etc.
• Words of obligation: “You must,” “You have to,” etc.
• Accusations: “It’s all your fault,” “You ruined everything,” “You’re a liar and a cheat,” “You’re to blame for everything,” etc.
• Words expressing categoricalness: “Always,” “Never,” “Everyone,” “No one,” “Not a chance,” etc.
• References to negative opinions of others: “Your former boss told me,” “People warned me you’re difficult, now I see why,” “They say you used to…,” etc.

Conflictogens and Human Needs

• Need for information. Everyone feels uncomfortable when lacking information about their situation. The most obvious conflictogens here are withholding information and disinformation (i.e., lying).
• Imposing an inaccessible communication style. If you use jargon or technical terms your colleague doesn’t know, you both cut them off from important information and make them feel inferior.
• Aura of secrecy, often seen in friendly settings: two colleagues whispering and exchanging glances, signaling to others that they share a secret or have special access to management.
• Need for attention. This manifests differently in people: some want to be the center of attention, others prefer to stay in the background.
• Need for communication or to avoid it. Conflictogens can arise from both imposing your company on someone and ignoring their request for interaction.
• Plagiarism is a sharp conflictogen in literature and science.
• Need to blame or find a scapegoat – a frustrated need for psychological safety and security. Accusations are almost always made from a position of superiority, sanctioning punishment and based on negative judgment.

Professional Work with Conflictogens

Professional work with conflictogens involves identifying, understanding, and developing the right attitude toward them.