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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 tiger safari in Goa?

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It’s difficult to imagine going to Goa for, of all things, a tiger safari. A tiger safari is associated with places like Tadoba National park in Maharashtra, Corbett or Dudhwa national park in the Terai belt of Uttar Pradesh. Yet if the people of Goa had their way, the Mhadei Wildlife in North Goa could be the country’s 56th Tiger Reserve. But the government is yet to notify the area as such despite demands of the state’s environmentalists and the fact that the National Tiger Conservation Authority which does tiger censuses, has asked the state government to declare Mhadei as a tiger reserve based on the numbers of tigers seen.


The Mhadei sanctuary is located in Valpoi village, 40 km from Panaji, the state’s capital. Spread over 208 sq. km. It plays a key part in the preservation of the biodiversity of the Western Ghats.


So to support the people’s wishes, it appears the tigers themselves made an unexpected appearance recently. Reports suggest that a tigress and three cubs were seen at Chorla ghat. Their presence was confirmed through night vision cameras installed by the forest department. A local news report suggested that tiger faeces were seen. This is, therefore, credible evidence that the Mhadei sanctuary is located in a tiger belt that connects the animal’s habitats in neighbouring states.


Any environmentalist would tell you that these magnificent creatures respect no state or human-made boundaries. Yet, it remains to be seen why the authorities are dragging their feet on declaring Mhadei reserve as a tiger sanctuary and preserving for generations, India’s national animal.


This writer had the privilege of meeting Billy Arjan Singh as a young Reader’s Digest researcher way back in 1992 at Dudhwa national park which itself was set up thanks to the efforts of Singh who was once a hunter but turned to conservation. He did his best to save the tigers from, ironically, human predators, and won international accolades for his work. Singh wrote many books on his experiences trying to save the tiger, and among his most popular is Tiger Haven,


It is not as if declaring Mhadei as a tiger sanctuary will mean tourists will start to make a beeline for the area. It’s still the beaches that largely draw visitors to this state. Yet by declaring Mhadei as a tiger reserve, we give our national animal a chance to live longer on the sub-continent, and enthral us for many more decades to come. Under Project Tiger, the numbers of this animal are estimated at over 3600 tigers in the wild. We need to do everything to preserve the tiger’s habitats, and give them a chance to live in peaceful co-existence with humans.


(The author is a senior journalist based in Goa. Views personal.)

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