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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.)

Nikki Bhati and India’s Dowry Curse

Four decades after India amended its dowry law, the case underscores why parents must be held as accountable as in-laws in a culture that sacrifices daughters.

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When news broke that Nikki Bhati, a young woman from Uttar Pradesh, had been burned alive in her own home, the headlines were predictably lurid. What jarred more was the spectacle that followed. At her funeral, the man accused of orchestrating her murder - her own father-in-law - lit the pyre even as Nikki’s own parents stood by. Their apparent indifference was startling. They had long known of the abuse she endured. Yet, rather than shelter Nikki, they sent her back to her husband and his family, sealing her fate.


Nikki faced repeated physical abuse from her husband and mother-in-law, and her parents were aware of these incidents, as well as her husband’s alleged infidelity. Despite a panchayat being called and an agreement for her husband to stop the abuse, Nikki’s parents sent her back to her marital home. They did not want to take her back. To add to this torture, Nikki and her older sister, Kanchan, married to the elder brother of her husband, were reportedly forced to hand out 50 percent of their earnings from the beauty parlour they ran within the home, followed by forcing them to stop the business as it was bad for the family’s reputation.


Way back in 1988, this journalist had written on dowry deaths as a big chapter in a book. The cases cited in it are evidence that there has been no impact on dowry deaths over the past forty years despite the Dowry Prohibition Amendment Act 1984.


Back then, the toll was already gruesome. Between May and June 1985, at least six young women in Mumbai alone were reported dead as a result of harassment by their husbands or in-laws. The victims came from different communities and income groups, but their fates were identical. All were newly married; all died before turning 25. In only one of those cases did the police book a mother-in-law for murder. The rest were charged under lesser provisions of the Indian Penal Code. None led to convictions.


Even those arrests were made only after grieving families hounded police officials for action. As the late Sheela Barse, a pioneering journalist and activist, observed at the time that the law was too narrow. Section 498A targeted only the husband and his relatives. But, she argued, parents of the bride were often complicit, if not directly then indirectly, in their daughter’s suffering and eventual death.


Complicity takes many forms. Affluent families feed the very practice they denounce, showering their daughters’ weddings with lavish dowries. Poorer parents accede to demands from grooms’ families, pawning land or jewellery to marry off their daughters. Once married, daughters who return home bruised and battered are often told to endure it in silence. Parents dread the stigma of a separated daughter more than her suffering.


The case of ShailaLhatkar in Pune illustrates the point. Her husband, a qualified engineer, had already been divorced once. Shaila complained repeatedly to her father about the violence she suffered. Each time he sent her back, insisting it was her duty as a Hindu wife to remain with her husband. She died soon after, burned by her in-laws.


Sometimes the abdication of responsibility is even more grotesque. In Delhi, Shani Kaur was subjected to horrific abuse: beatings with iron rods, branding with hot irons, and repeated expulsions from her in-laws’ home. Her mother knew all this, by her own admission, but did nothing. Only after Shani died of burns did she turn to feminist groups demanding justice.


This selective outrage infuriated Barse. She called for broadening the law so that parents who knowingly abandoned their daughters to abusive marriages would also be held accountable. That demand remains unheeded. The law remains tilted towards punishing in-laws, while leaving untouched the deep-rooted social expectations that drive parents to disown their daughters’ suffering.


Nikki Bhati’s case underscores the point. Both she and her sister confided to their parents about their husbands’ violence. But the parents were more preoccupied with defending themselves against a dowry complaint filed by their own estranged daughter-in-law.


Activists in the 1980s made the same observations. “Every case of unnatural death of a woman may not be the result of the pernicious practice of dowry,” noted Chandrakanta Dixit, then a young feminist campaigner. “But is it not instructive that stoves and gas cylinders burst mainly on young, married housewives while male cooks and older housewives escape miraculously every time?”


India has changed in many ways since the 1980s. Its cities gleam with new wealth. Its women lead companies and win Olympic medals. Yet the old, hidden cruelties remain. According to the National Crime Records Bureau, more than 6,500 dowry deaths are reported each year - almost 18 every day. The true figure is likely higher, given underreporting and the reluctance of police to classify cases as dowry-related.


While laws banning dowry and punishing cruelty within marriage exist, they are riddled with loopholes, plagued by shoddy investigations and weak prosecutions. Social reform has faltered too. For all the rhetoric of ‘Beti Bachao, Beti Padhao’ (Save the Daughter, Educate the Daughter), the stigma of bringing a married daughter back home remains entrenched.


What is required is not just tougher statutes but a cultural shift. Parents must be held accountable when they knowingly send their daughters back into abusive marriages.


The flames that consumed Nikki Bhati are the same that consumed countless brides before her. India’s dowry system may be formally outlawed. In practice, it is alive, well, and murderous.


(The author is a noted film scholar and a double-winner for the National Award for Best Writing on Cinema who has also written extensively on gender issues. Views personal)

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