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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.)

Bangladesh’s Unraveling: The Silent Hand and Its Ramifications for India

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In August 2024, the Bangladesh government led by Prime Minister Sheikh Hasina was ousted, ostensibly by mass student protests. Yet, the true story of her removal is far more complex—and insidious. Behind the façade of unrest lies the latest casualty of U.S. regime change operations, a move crafted with chilling precision. This strategy, a real-world manifestation of Sun Tzu’s dictum that “The greatest victory is that which requires no battle,” demonstrates the subtle, often invisible hand of geopolitical manipulation.


Regime change, historically, is a tactic employed by powerful nations to engineer shifts in government that align with their strategic interests. These changes—whether executed through revolution, coup, or the establishment of new ideologies—are often justified under the banner of promoting democracy, maintaining geopolitical stability, or fighting terrorism. However, the U.S., the self-proclaimed champion of democratic ideals, has repeatedly shown a penchant for supporting autocrats when it serves its interests—examples abound, from Indonesia’s Suharto to Pakistan’s Pervez Musharraf, not to mention the ambiguous role it played in the Arab Spring.


The U.S. has a long history of meddling in the internal politics of sovereign nations. Beginning with the annexation of Texas in 1846, American efforts at regime change accelerated during the Cold War and its aftermath. The U.S. carried out more than 60 such operations, often to install governments that would advance its political, economic, and military objectives. Covert methods such as economic strangulation, proxy wars, and even direct military intervention have been employed to orchestrate these shifts. The most notorious example was the CIA’s involvement in the 1953 coup in Iran that overthrew Prime Minister Mohammad Mossadegh, who had nationalized the country’s oil industry. Over the next few decades, the U.S. intervened in dozens of countries, often installing military dictatorships or puppet governments that served American interests. Latin America, in particular, saw a heavy dose of covert operations, including the U.S.-backed coup that ousted Chile’s socialist President Salvador Allende in 1973, and the creation of proxy conflicts throughout Central America.


In the 1980s, the U.S. refined its covert operations through the use of “black operations”—secret military and intelligence activities designed to destabilize regimes or provoke rebellion. These operations were frequently justified under the guise of containing communism, especially during the Cold War.


In recent years, the U.S. has refined its toolkit, incorporating “color revolutions” as a cheaper, more efficient method of destabilization. These operations, often fueled by popular uprisings stoked by local discontent, have been implemented in countries ranging from Ukraine to Venezuela, and now, Bangladesh.


Bangladesh’s recent crisis offers a case study in these tactics. At the heart of the unrest was the involvement of Nobel laureate Dr. Muhammad Yunus, who, with the backing of local political elites and U.S. operatives, became the face of the protest movement. The trigger for the unrest was the government’s handling of domestic issues, but the deeper motive was geopolitical. Sheikh Hasina’s outspoken criticism of U.S. attempts to divide Bangladesh along religious lines—and her firm opposition to the establishment of a U.S. airbase on Saint Martin’s Island—likely earned her the ire of Washington.


U.S. deep-state actors, including diplomats and intelligence agencies, appear to have played a central role in orchestrating the destabilization. This effort culminated in the installation of an interim government—a government that, as expected, is not particularly friendly towards India. The political vacuum in Bangladesh now threatens to spiral further out of control, with ongoing protests and violence, particularly against the Hindu minority, contributing to a dangerous atmosphere of uncertainty.


For India, the consequences are stark. The instability in Bangladesh could lead to a significant influx of refugees, further straining India’s borders and national security.


Already, Bangladesh has rerouted its textile exports through the Maldives, bypassing Indian ports, which has resulted in economic losses for India. On the security front, the risk of increased terrorism along the India-Bangladesh border is high, potentially destabilizing military deployments and affecting counterterrorism operations.


Moreover, the prospect of a government unfriendly to India coming to power in Bangladesh is a grim reality. This scenario could lead to diplomatic friction, particularly if Bangladesh escalates its demands for the extradition of Sheikh Hasina, who has sought refuge in India. At the same time, this situation could offer opportunities for regional adversaries—China, Pakistan, and even the U.S.—to further complicate India’s position, both diplomatically and militarily.


This convergence of challenges—a perfect storm of economic, political, and security risks—requires a comprehensive response from India. A multi-pronged strategy must be developed to counter the growing influence of the U.S.-China-Pakistan axis in the region. India must prepare for the inevitable fallout, both in terms of immediate diplomatic actions and long-term strategic planning. As Chanakya wisely counseled, “Do not reveal what you have thought upon doing, but by wise counsel keep it secret, being determined to carry it into execution.” India must heed these words as it navigates the stormy waters of a destabilized South Asia.

(The author is a retired Indian Navy officer and geo-political analyst. Views personal)

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