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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.)

Televised Paranoia, Directed by Chaos: Reassessing The Osterman Weekend

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I have never cared for Robert Ludlum’s airport reads. While the Bourne trilogy promised glimpses into the shadowy world of the terrorist Carlos the Jackal, Ludlum’s bloated doorstops, with titles sounding like offshore holding firms (‘The Icarus Agenda,’ ‘The Scorpio Illusion’) featured convoluted conspiracies that invited instant forgetfulness. The unbearably bland prose seemed like a briefing note from Kafka’s least imaginative bureaucrat.


That said, Ludlum’s earlier output in the 1970s had some teeth. The most compelling was perhaps his second novel, ‘The Osterman Weekend’ (1972). More intriguing still was the fact that its film version was the last hurrah of director Sam Peckinpah, American cinema’s enfant terrible known as ‘Bloody Sam.’


However, few farewells in American cinema have been as derided as ‘The Osterman Weekend’ (1983). Peckinpah the auteur, who once made violence operatic in ‘The Wild Bunch’ (1969) and existential in ‘Bring Me the Head of Alfredo Garcia’ (1974), was seen as bowing out with a whimper. Released to critical hostility and commercial indifference, ‘The Osterman Weekend’ was swiftly dismissed as a hopelessly muddled thriller.


Yet such a view underestimates the film’s sinister prescience. While time has not softened the film’s edges, those edges are well-worth admiring today.


Ludlum’s original book was a white-knuckle, paranoid fever dream in which a smug liberal television host is manipulated by the CIA into uncovering a Soviet spy ring among his closest friends over a weekend.


Peckinpah, working with an edgy script by Alan Sharp (who penned brilliant screenplays for ‘Ulzana’s Raid’ and ‘Night Moves’), elevated Ludlum’s novel into something entirely different - a fractured, fatalistic study of institutional rot and the poisoned well of American trust, overlaying the film with prescient depictions of hyper-surveillance, media manipulation and a blistering commentary on television itself.


The result is an uneasy (sometimes unpleasant) but often electric cocktail of thriller, avant-garde media satire and chamber drama with a heavyweight cast.


At the film’s core is Dutch actor Rutger Hauer as the slick, vaguely narcissistic John Tanner – the TV journalist whose credibility rests on exposing political rot. He is a man constantly performing on-air and off, and whose trust in truth as spectacle is fatally exploited towards the end.


Tanner is approached by a shadowy CIA operative Lawrence Fassett (a magnetically reptilian John Hurt), who tells him that his closest friends are KGB moles and part of a Soviet spy cell named ‘Omega.’ A reluctant Tanner agrees to help flush the traitors out, allowing Fassett to bug his home and monitor his friends.


Tanner’s weekend gathering of his college friends – played respectively by Craig T. Nelson (as Bernard Osterman, in whose honour the weekend is named), the nervous Dennis Hopper, and Chris Sarandon – soon becomes a cauldron of suspicion as a slow psychological detonation unfolds.


This tangled web of manipulation presided by the film’s other major character - CIA chief Maxwell Danforth (superbly essayed by the towering Burt Lancaster). Danforth is a Cold War relic, a mandarin with political ambitions. With imperial weariness, he presides over the mayhem executed by his acolyte Fassett.


However, Hurt’s Fassett has other plans. As an agent in East Berlin, Fassett’s wife was killed by the KGB as part of a trade-off acceded to by Danforth. Out for revenge, Fassett manipulates Tanner to settle scores with Danforth, weaponizing the journalist’s ego and thirst for righteous exposure. Tanner, in turn, is pitted against his college friends - each of whom now lives a life of upper-middle-class hedonism, far removed from their youthful Berkley idealism. No one is in control for long.


There is a sense that both the Lancaster and Hurt characters loathe Tanner and his jet-set friends not just as potential ‘traitors’ but as symbols of a generation that sold out.


Overhanging this tangled web of deception is Peckinpah’s contempt for television as a medium of manipulation and spectacle. The media circus, in Peckinpah’s hands, becomes not just a symptom of rot but the rot itself.


The cast matches the film’s grim vision. John Hurt is brilliantly unreadable; his Fassett may be mad or merely broken. Lancaster brings a fading patrician menace to Danforth, his icy detachment only amplifying the horror. And Hauer, as Tanner, strikes the right balance of smugness and desperation, his cool European detachment unravelling into moral panic.


‘The Osterman Weekend’ seemed peculiarly apt for a post-Watergate world. But in today’s age of deepfakes, data leaks and ambient paranoia, its resonance feels prophetic. Time to ignore the critics and take another look.

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