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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is...

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is allowed… but not really. This is boundary collapse… when a leader’s good intentions unintentionally blur the limits that protect autonomy and rest. When care quietly turns into control Founders rarely intend to micromanage.   What looks like control from the outside often starts as care from the inside. “Let me help before something breaks.” “Let me stay involved so we don’t lose time.” “Loop me in… I don’t want you stressed.” Supportive tone.   Good intentions.   But one invisible truth defines workplace psychology: When power says “optional,” it never feels optional.
So when a client requested a revision, Rohit gently pinged:   “If you’re free, could you take a look?” Of course she logged in.   Of course she handled it.   And by Monday, the cultural shift was complete: Leave = location change, not a boundary.   A founder’s instinct had quietly become a system. Pattern 1: The Generous Micromanager Modern micromanagement rarely looks aggressive. It looks thoughtful :   “Let me refine this so you’re not stuck.” “I’ll review it quickly.”   “Share drafts so we stay aligned.”   Leaders believe they’re being helpful. Teams hear:   “You don’t fully trust me.” “I should check with you before finishing anything.”   “My decisions aren’t final.” Gentle micromanagement shrinks ownership faster than harsh micromanagement ever did because people can’t challenge kindness. Pattern 2: Cultural conditioning around availability In many Indian workplaces, “time off” has an unspoken footnote: Be reachable. Just in case. No one says it directly.   No one pushes back openly.   The expectation survives through habit: Leave… but monitor messages. Rest… but don’t disconnect. Recover… but stay alert. Contrast this with a global team we worked with: A designer wrote,   “I’ll be off Friday, but available if needed.” Her manager replied:   “If you’re working on your off-day, we mismanaged the workload… not the boundary.”   One conversation.   Two cultural philosophies.   Two completely different emotional outcomes.   Pattern 3: The override reflex Every founder has a version of this reflex.   Whenever Rohit sensed risk, real or imagined, he stepped in: Rewriting copy.   Adjusting a design.   Rescoping a task.   Reframing an email. Always fast.   Always polite.   Always “just helping.” But each override delivered one message:   “Your autonomy is conditional.” You own decisions…   until the founder feels uneasy.   You take initiative…   until instinct replaces delegation.   No confrontation.   No drama.   Just quiet erosion of confidence.   The family-business amplification Boundary collapse becomes extreme in family-managed companies.   We worked with one firm where four family members… founder, spouse, father, cousin… all had informal authority. Everyone cared.   Everyone meant well.   But for employees, decision-making became a maze: Strategy approved by the founder.   Aesthetics by the spouse.   Finance by the father. Tone by the cousin.   They didn’t need leadership.   They needed clarity.   Good intentions without boundaries create internal anarchy. The global contrast A European product team offered a striking counterexample.   There, the founder rarely intervened mid-stream… not because of distance, but because of design:   “If you own the decision, you own the consequences.” Decision rights were clear.   Escalation paths were explicit.   Authority didn’t shift with mood or urgency. No late-night edits.   No surprise rewrites.   No “quick checks.”   No emotional overrides. As one designer put it:   “If my boss wants to intervene, he has to call a decision review. That friction protects my autonomy.” The result:   Faster execution, higher ownership and zero emotional whiplash. Boundaries weren’t personal.   They were structural .   That difference changes everything. Why boundary collapse is so costly Its damage is not dramatic.   It’s cumulative.   People stop resting → you get presence, not energy.   People stop taking initiative → decisions freeze.   People stop trusting empowerment → autonomy becomes theatre.   People start anticipating the boss → performance becomes emotional labour.   People burn out silently → not from work, but from vigilance.   Boundary collapse doesn’t create chaos.   It creates hyper-alertness, the heaviest tax on any team. The real paradox Leaders think they’re being supportive. Teams experience supervision.   Leaders assume boundaries are obvious. Teams see boundaries as fluid. Leaders think autonomy is granted. Teams act as though autonomy can be revoked at any moment. This is the Boundary Collapse → a misunderstanding born not from intent, but from the invisible weight of power. Micromanagement today rarely looks like anger.   More often,   it looks like kindness without limits. (Rahul Kulkarni is Co-founder at PPS Consulting. He patterns the human mechanics of scaling where workplace behavior quietly shapes business outcomes. Views personal.)

A Century of Service and Nation-Building

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As the Rashtriya Swayamsevak Sangh (RSS) marks a hundred years since its founding in 1925, it stands as one of the most influential social organizations in modern India. Over the past century, the RSS has played a pivotal role in shaping India’s social fabric, promoting unity, fostering selfless service, and building institutions that continue to impact millions of lives.


Foundational vision

The RSS was founded in Nagpur in 1925 by Dr. Keshav BaliramHedgewar with the aim of revitalizing India’s cultural identity and strengthening society from within. At a time when the nation was struggling under colonial rule, Hedgewar envisioned a disciplined, united, and culturally rooted society that could shoulder the responsibility of nation-building.


The daily shakhas (discipline and training gatherings) became the cornerstone of RSS activity, instilling values of physical fitness, teamwork, character building, and devotion to the nation among ordinary citizens.


Social Service

One of the greatest contributions of the RSS has been its unparalleled commitment to relief and rehabilitation during natural calamities and crises. Be it the Bengal famine of 1943, the 1971 cyclone in Odisha, the Gujarat earthquake in 2001, the 2004 tsunami, or the recent COVID-19 pandemic, RSS swayamsevaks were among the first on the ground, providing food, medical care, rescue operations, and rehabilitation efforts.


The COVID-19 crisis particularly highlighted the Sangh’s organizational discipline. Lakhs of swayamsevaks across India delivered oxygen cylinders, cooked meals, arranged transport for migrants, and set up blood and plasma donation camps, reflecting the Sangh’s ethos of selfless service (seva).


Nation building

RSS has nurtured and inspired a wide ecosystem of social, educational, and service-oriented organizations under its umbrella, collectively known as the Sangh Parivar. Some of its most impactful initiatives include:

  • Vidya Bharati Schools – Among the largest educational networks in India, imparting value-based and affordable education in thousands of schools.

  • Vanavasi Kalyan Ashram – Working for the welfare of tribal communities by promoting education, healthcare, and empowerment.

  • Seva Bharati – Running thousands of service projects including hospitals, orphanages, skill centers, and programs for marginalized communities.

  • Akhil Bharatiya Vidyarthi Parishad (ABVP) – One of India’s largest student organizations, shaping young leadership in universities.

  • Bharatiya Mazdoor Sangh (BMS) – A trade union that advocates for workers’ rights while balancing national interest with economic growth.


These organizations demonstrate the RSS philosophy of empowering society not through political power alone, but through grassroots institutions that touch every aspect of life.


Cultural renaissance

The RSS has consistently emphasized India’s civilizational ethos – the philosophy of VasudhaivaKutumbakam (“the world is one family”). Through daily shakhas, cultural programs, and festivals, it has promoted pride in India’s heritage, traditions, and languages.


Importantly, the RSS has sought to unify a diverse and pluralistic India by building a shared cultural consciousness. In regions where caste divisions and social inequalities have historically weakened communities, swayamsevaks have worked to dismantle barriers, promote harmony, and foster collective responsibility.


While the RSS itself is a cultural and social organization, it has inspired many leaders who went on to play key roles in India’s democratic and political landscape. Its ideological commitment to nationalism, integrity, and discipline influenced the formation of the Bharatiya Jana Sangh in the 1950s and later the Bharatiya Janata Party (BJP), which today forms the largest political party in the world.


Many leaders, including former Prime Minister Atal Bihari Vajpayee, Lal Krishna Advani, and current Prime Minister Narendra Modi, have roots in RSS shakhas. The Sangh’s training has equipped countless public figures with organizational skills and a deep sense of commitment to national service.


Global outreach

Over the last century, the RSS has also inspired organizations abroad. The Hindu Swayamsevak Sangh (HSS), active in over 40 countries, brings together the Indian diaspora to preserve cultural identity while contributing to their adopted homelands. From community service projects in the US and UK to cultural awareness programs in Africa and Asia, the HSS reflects the Sangh’s global outlook.


The Sangh family also nurtured Rashtra Sevika Samiti (founded in 1936), the largest voluntary women’s organization in the world. It empowers women through leadership training, education, and community service, and has produced several influential leaders in various sectors.


The true strength of the RSS lies not in power or numbers alone, but in its century-old philosophy of disciplined, silent, and sustained service. Today, with millions of active and dedicated swayamsevaks, it represents one of the most organized civil society movements in the world.


As it celebrates its centenary, the RSS continues to stand as a living example of how cultural rootedness, community service, and organizational discipline can transform a nation. Its motto, “Seva hi Param Dharma” (Service is the Highest Duty), remains the guiding principle of its journey from 1925 to 2025 – a hundred years of unbroken commitment to society and the nation.


(The writer is a BJP official based in Thane. Views personal.)

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