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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.)

‘The Horror! The Horror!’ Why Conrad’s Novels Are a Filmmaker’s Nightmare

Updated: Mar 3

Conrad

Few novelists have eluded the grasp of cinema quite like Joseph Conrad (1857-1924). His works famously teem with psychological complexity, unreliable narrators, philosophical depth – all rendered in elliptical prose which fiercely resists the visual medium.


Though filmmakers have valiantly tried, Conrad’s novels, with their intricate moral quandaries and dreamlike ambiguity, have proven stubbornly unfilmable. Some adaptations, like Richard Brooks’s ‘Lord Jim’ (1965), offer a visually sumptuous but simplified take. Others, like the limp 1993 TV version of ‘Heart of Darkness,’ fall flat. And then there is ‘Apocalypse Now’ (1979), Francis Ford Coppola’s operatic transmutation of his classic novella ‘Heart of Darkness’ into the Vietnam War era, an adaptation in spirit rather than letter, and the only true triumph.


To be fair, Brooks’s ‘Lord Jim’, an adaptation of Conrad’s 1900 novel, is a deliciously rich and complex epic (leagues ahead of the junk to which we are treated nowadays). Lavishly shot, packed with adventure, and featuring delectable performances by a stellar cast led by Peter O’Toole at the peak of his career (fresh off his triumphs in ‘Lawrence of Arabia’ and ‘Becket’). The film boasted a dream ‘supporting’ cast, including James Mason as ‘Gentleman Brown,’ Eli Wallach, Curt Jurgens and Paul Lukas. But whilst visually dazzling, the film ultimately failed to capture Conrad’s intricate narrative structure and existential dilemmas.


The novel is a layered, unreliable account of a man haunted by one moment of cowardice and his lifelong struggle for redemption. Brooks opted for a more linear journey for his hero’s odyssey while Conrad’s Jim is a man consumed by his own mythology, forever trapped between his imagined self and his actual deeds. The film, in contrast, treats him as a misunderstood romantic hero. It is a case study in why Conrad’s elliptical prose and nested narratives resist straightforward cinematic treatment.


If ‘Lord Jim’ floundered in its attempt to be faithful to Conrad, ‘Apocalypse Now’ soared by precisely taking the opposite approach. Coppola’s film is not a direct adaptation of Heart of Darkness but a feverish reimagining of Conrad’s 1899 anti-colonial novella, transposing it from the Congo to the chaos of the Vietnam War. The film has Captain Willard (Martin Sheen) traveling upriver to Cambodia to assassinate the rogue Colonel Kurtz (Marlon Brando).


The film mirrors Conrad’s descent into madness with its own hallucinatory aesthetic. Vittorio Storaro’s stunning cinematography, from the surreal opening of napalm-drenched rice paddies to the ominous, mist-shrouded jungle, captures the psychological unravelling of its central characters. The soundtrack which features The Doors’ ‘The End’ and Richard Wagner’s ‘Ride of the Valkyries’ adds immeasurably to the film’s nightmarish quality.


Every character is compromised, every action tinged with madness. Sheen, Robert Duvall, Dennis Hopper (as the deranged photographer) are brilliant. And then there is Brando, delivering one of the most enigmatic cameo performances in film history, muttering the unforgettable final words: “The horror! The horror!”


By contrast, the 1993 made-for-TV Heart of Darkness is a lesson in how not to adapt Conrad. Starring Tim Roth as Marlow and John Malkovich as Kurtz, the film closely follows the novella’s plot but strips it of its hypnotic uncertainty. The talented Malkovich plays Kurtz as merely deranged rather than dangerously compelling. The film lacks the layered storytelling that makes Conrad’s work so haunting.


Perhaps the most tantalizing of all Conrad adaptations is the one that never happened. In the 1980s, David Lean had planned to make ‘Nostromo,’ Conrad’s epic 1904 classic of greed, revolution and betrayal in a fictional South American republic. Lean spent years developing the project, with a cast rumoured to include Marlon Brando, Peter o’ Toole, Paul Scofield, Anthony Quinn, Christopher Lambert among others. Unfortunately, Lean died six weeks before filming was due to commence.


‘Nostromo’ remains one of the great ‘what-ifs’ of film history. If any director could have translated Conrad’s sweeping narratives and philosophical concerns into cinematic form, it was Lean. Instead, we are left with some splendid storyboard artworks on the unrealized film – a fitting tribute, perhaps, to an author whose works thrive in the shadows of ambiguity.


The fundamental issue with filming Conrad is that his signature greatest themes - moral ambiguity, the limits of perception, the slipperiness of truth - clash with the way cinema typically operates.


Perhaps Conrad’s fiction is both a literal and metaphorical journey into the heart of darkness. And perhaps, like the jungle that swallowed Kurtz, it is meant to remain impenetrable, defying the camera.

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