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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.)

Are Elected Representatives Delivering?

Updated: Oct 30, 2024

Elected Representatives

In India’s multi-tiered democratic system, it is axiomatic when we say that the obligations of elected officials, ranging from Members of Parliament to local councillors, are pivotal for the nation’s governance and progress. Yet, an unsettling question persists: do these representatives genuinely fulfil their mandate to serve the people? With responsibilities to champion citizen welfare and drive development, many find themselves sidetracked by interests that undermine trust in democratic institutions.


At the parliamentary level, Members of Parliament (MPs) are expected to play a central role in crafting legislation and advocating for their constituents’ needs. In the Lok Sabha and Rajya Sabha, they should actively participate in discussions, shaping laws that reflect the aspirations of the electorate. However, many MPs increasingly engage in activities such as facilitating tenders or influencing administrative transfers, diverting their attention from core legislative responsibilities. When MPs prioritize personal or partisan interests over public service, they not only betray their constituents but also weaken the very foundations of parliamentary democracy.


The responsibilities of state legislators are equally vital for addressing region-specific challenges. Members of the Legislative Assembly (MLAs) are crucial in fostering state-level development, from infrastructure projects to social welfare initiatives. Their mandate involves engaging with local issues and advocating for improved services, which directly impact the day-to-day lives of their constituents. Yet, the reality on the ground often deviates from this ideal. A significant number of MLAs, much like their parliamentary counterparts, become entangled in non-core activities like administrative transfers and political manoeuvring within local departments. The pursuit of influence in such areas detracts from their primary mission and delays crucial development projects, leaving communities without adequate public amenities and essential infrastructure.


For members of local self-governing bodies—such as municipalities, nagar panchayats, and gram panchayats—the stakes are often highest. These representatives manage essential services like sanitation, water supply, and maintenance of public spaces that affect citizens directly. Their prompt responsiveness to civic issues, from waste management to public safety, is fundamental to residents’ quality of life. Yet even at this level, representatives increasingly divert their focus to peripheral activities that detract from their responsibilities. By shifting their attention from local governance to unrelated administrative matters, they compromise their ability to deliver essential services, leaving communities vulnerable and underserved.


With less than three weeks remaining for the Maharashtra Assembly election and the civic polls in the State yet to be held, it will be interesting to see how state and local representatives deliver on these counts.


The erosion of trust in elected officials is a serious challenge for India’s democracy. When representatives appear disconnected, self-serving, or ineffective, the public’s faith in the democratic system begins to wane, creating a void where cynicism and disillusionment can take root. Democracy depends on the integrity of its representatives; as the conduit between the state and its citizens, they must hold themselves to the highest standards. A recommitment to transparency, accountability, and active engagement is essential. When democracy globally faces myriad challenges, the active, honest participation of India’s elected leaders is essential to upholding the values that bind its diverse populace and ensure sustainable future.


(The author is a noted RTI activist. Views personal)

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