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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.)

Ancient Wisdom, Modern Confusion

India’s math crisis will not be solved by rewriting syllabi with Sanskrit gloss, but by rebuilding its classrooms with skilled teachers.

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I still remember the moment that made me believe I was “bad at mathematics.” I must have been nine or ten. I had raised my hand in class and asked, “If 2 + 2 = 4 and 2 × 2 = 4, why is 3 + 3 = 6 and 3 × 3 = 9?” A simple question, really. One that any good teacher would have seen as a window into a child’s struggle to make sense of abstract concepts. Mine, however, found it hilarious. He chuckled. Then laughed. Then thirty children joined in. The classroom turned into a comedy show with me as the joke.


The next moment, he was screaming — red-faced, exasperated, his voice cutting through the room. Not once did he stop to ask why I was still grappling with a basic concept. Not once did he pause to consider that the question was not stupidity but confusion seeking clarity. I was not a student anymore; I was the class clown, not by choice but by decree. I learnt nothing about mathematics that day. But I learnt a great deal about humiliation.


It has been decades since that day. I no longer sit in that classroom. I hire people now. And the one thing I look for, more than fancy degrees and impressive jargon, is the ability to reason logically and work with numbers without fear. Ironically, the very skill that was never nurtured in me by the system is what I now need as an educator, which brings me, with a sense of grim amusement, to the University Grants Commission’s new draft undergraduate mathematics curriculum and the spirited clarification offered by M. Jagadesh Kumar.


Strange logic

Let me be blunt. The draft is ludicrous. There is no other way to put it. It reads like something designed not for students, but for a committee room high on civilisational nostalgia and low on pedagogical reality. There is a charming belief running through it — that if you rewrite the curriculum with enough ornamental references to “ancient Indian knowledge systems,” the classroom will somehow fix itself. That logic is right up there with believing that wearing running shoes will make one an Olympic sprinter.


And then there is the elective section of this draft. Mathematics in Music, Mathematics in Drama, Mathematics in Arts, Mathematics in Banking, Mathematics in Business. Truly inspiring. I believe in God being omnipresent. And I know Mathematics is ubiquitous — it underpins everything we study and do. But this is taking omnipresence and turning it into overreach. Just teach students the fundamentals well. If they want to explore mathematics in music or banking or theatre later, they will do it far better if they actually understand mathematics first.


Practical problems

Also, a small practical question for policymakers who are floating these electives with such enthusiasm: where, exactly, are these teachers going to come from? When the three-language policy was proposed, the entire country asked a valid question: where will I get a Telugu teacher in Madhya Pradesh if my child opts for Telugu? Fair question. But apparently, when it comes to ‘Mathematics in Music,’ the gods of omnipresence will simply manifest qualified faculty. Because, of course, it is that easy to find someone who can teach an entire course on Mathematics in Music. We cannot find enough teachers to teach introductory algebra with clarity, but let us expand into the performing arts instead.


Here is a small reminder for the policymakers who sign off on these drafts: a curriculum does not teach. People do. And India does not have a curriculum problem; it has a teacher development problem. A skilled teacher can make even the driest, most outdated syllabus come alive. An unskilled one can reduce the most brilliant curriculum to dead text. But of course, it is far easier to tinker with documents than to invest in real human capacity. After all, syllabi do not ask for training budgets.


What is even more worrying is the creeping narrative that has quietly infiltrated our educational bloodstream — the notion that mathematics must be somehow tied to ‘ancient traditions’ to be meaningful. Why? How, exactly, does knowing how mathematics was conceptualised in ancient India help a 19-year-old today learn to think critically and solve a fundamental problem logically? Nostalgia does not build numeracy. It creates warm feelings and poor learning outcomes.


I can already hear the counter-arguments: “We are not weakening rigour, we are contextualising.” But when ‘contextualising’ becomes a euphemism for diluting rigour and glorifying the past, we are not educating students. We are confusing them. Most students in Indian classrooms are already struggling with the fundamentals of mathematical reasoning.


Adding a thin layer of historical romanticism will not change that. It will, however, give policymakers a convenient illusion of doing something transformative without actually doing the hard work.


My teacher, all those years ago, did not need a better curriculum. He needed to be better trained. He needed to know how to recognise a struggling child not as an object of ridicule, but as a learner in need of support. Multiply that one moment by millions, and you will see the real story of mathematics education in this country.


Before India drafts another comprehensive mathematics curriculum, perhaps it should invest in ensuring that no child walks out of a classroom feeling like a joke for asking a question. Ancient Indian knowledge can be studied in a history class. Mathematics, however, deserves teachers who can actually teach it.


(The author is a learning and development professional. Views personal.)

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