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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.)

Education for Sale, Conscience on Hold

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Globalisation taught the world to look at India as a market first and a culture second. Beauty pageant crowns once signalled the discovery of a lucrative consumer base. A similar shift is unfolding in education, where India’s enormous learner population has turned schooling itself into an export opportunity for others and a purchasing decision for us. India is now the world’s most populous country and has the largest cohort of young people, a demographic fact that powerfully shapes how governments and corporations view the education sector. With India projected by the UN to become the world’s most populous country by 2023, our classrooms represent the largest learner base on the planet.


This is why headlines now highlight foreign campuses and cross-border degree pipelines. During the UK Prime Minister’s October 2025 visit, Britain confirmed that its universities will establish new campuses in India, calling this a growth opportunity for its economy—presenting higher education as a tradable service. At least two UK universities, Lancaster and Surrey, have received approval, with several more in discussions. The framework comes from the 2022–23 regulations that allowed select foreign universities to establish independent campuses, following early examples like Deakin University at GIFT City. The term “education export” reveals that degrees, brands, and syllabi now move across borders much like any other commodity.


Coaching economy

Yet, an abundance of providers does not equate to an abundance of education. Over the past few decades, coaching, once a modest aid for board exams, has grown into a parallel system that shapes academic futures and often impacts family finances. Kota’s expansion into a coaching hub exemplifies this shift, with a student population exceeding 150,000 before the pandemic and approximately 30 student suicides recorded in 2023.


The market now starts before school and continues after graduation. ‘Garbha sanskar’ packages complement ‘nursery admissions consulting,’ followed by bundled test prep for IIT-JEE, NEET, UPSC, and state civil services. Each stage leads to hostels, study rooms, subscription platforms, and financing options. Meanwhile, public recruitment declines, and many graduates, including engineers, turn toward government exams, increasing demand for more coaching. The private cost of schooling rises, but the public benefits in scientific ability, civic skills, and social empathy are less certain. ASER 2023 found that over half of rural youth aged 14–18 cannot solve a basic three-digit division, and about a quarter struggle to read a Grade-II text fluently. Even as access expands, real learning often stalls.


Moral compass

This moral tension has long been identified by thinkers who saw education as more than just job training. Rabindranath Tagore insisted that learning must connect children with nature and community, allowing minds “to stumble upon and be surprised.” Jiddu Krishnamurti warned that conformity stifles intelligence; he believed the purpose of education is to help learners see through thought patterns that trap them. Both advocates emphasized curiosity and inner freedom over compliance. Sir Ken Robinson, in his famous 2006 TED Talk, echoed this concern: “Creativity is as important as literacy.” He noted that when schools suppress imagination, they produce generations of risk-averse adults. A. P. J. Abdul Kalam added an ethical perspective: “The purpose of education is to make good human beings with skill and expertise,” intentionally placing goodness before skill. Later, economist Amartya Sen offered a structured framework - the capability approach - which defines development as the expansion of people’s real freedoms. An education that limits options through fear or strict sorting, by this standard, is a failure.


Measured against these standards, much of modern practice seems misaligned. Middle school students prepare for professional entrance exams before discovering their own interests. Parents choose brands instead of educational methods. Universities promote placements more than research labs. Employers complain that graduates lack problem-solving and writing skills. The highly educated often seem least connected to the community. We are marketing children for a market rather than preparing citizens for society.


India’s path forward need not be nostalgic. It can rebuild purpose through evidence-based reform, by prioritizing educational intent over mere access. Foreign campuses permitted in India should invest part of their effort in strengthening domestic research, especially in basic sciences that fuel innovation. With its vast youth base, India can revive physics and mathematics alongside software studies, nurturing inquiry-driven rather than placement-driven learning.


The tyranny of single-shot, high-stakes exams must give way to modular assessments that allow multiple attempts and feedback loops. International evidence shows that spreading evaluation over time improves both learning and mental health. Curiosity must be reintroduced into early education. Tagore’s nature-rich classrooms and Krishnamurti’s emphasis on self-awareness are now reflected in outdoor science lessons, local history walks, civic projects, school gardens, maker spaces and revival of art and music.


Governments must invest profoundly in teachers. A teacher’s development, research time, and well-being must be regarded as national assets. Finally, recognize student mental health as essential infrastructure. Every district should have trained counsellors, confidential helplines, and parent education programs.


The civic purpose of education also needs to be restored. An educated person should be able to identify species in a neighbourhood park, write a letter to a local government office, explain why local elections matter, and volunteer without expecting recognition.


A system that prepares children solely for markets may produce efficient workers and anxious adults. A system that educates for freedom fosters confident innovators and compassionate citizens. Tagore wanted minds that could be surprised; Krishnamurti wanted minds that could be free; Robinson wanted schools that honour creativity; Kalam wanted education to make good human beings; Sen wanted development to be freedom. Learning, at its best, expands life itself. Unless we accept this truth, our children will grow up beautifully wrapped yet empty inside.


(Sunjay Awate is an Editor with Lokmat, Pune; Dr Kishore Paknikar is the former Director, Agharkar Research Institute, Pune and Visiting Professor, Indian Institute of Technology Bombay. Views personal.)

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