top of page

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 Vanishing Green Cover

ree

When will National Highway Authority of India (NHAI) complete 84km of Mumbai-Goa highway? Fourteen years of construction, a hike in spending to over Rs 15,000 crore, an incomplete road, potholes, accidents, and politics. This, in a nutshell, is the saga of the long-pending Mumbai-Goa highway expansion project. This pathetic situation has left no answer to the question, when will NHAI complete 84km Mumbai-Goa highway?


Several factors have marred the crucial project to expand what is known as National Highway 66 (NH-66) from delays in getting forest clearances and lengthy land acquisition processes to shoddy work by contractors. Every year, the condition of the highway and the delays in its expansion come into the news discourse just before the ten-day Ganpati festival, during which a large number of Konkan natives living in Mumbai have to use the road to travel to their villages in the Raigad, Ratnagiri and Sindhudurg districts. Once the festivities end, the highway is again easily forgotten while the meter on the project keeps running.


Ever since it was announced in 2011, National Highway 66 connecting Mumbai and Goa has been held out as a dream thoroughfare that will enable travellers to commute between the two places in six hours flat. However, the situation on the ground paints a starkly different picture. For those who regularly travel on this highway, the reality is murky as barring some portion the entire stretch is riddled with potholes.


Nitin Gadkari, union minister for road transport and highways, has apologised for the delay in the work on the Mumbai-Goa highway and assured that it will be completed at the earliest. At the same time the political leadership in Konkan is busy in taking on each other and passing the tantrums underscoring the infighting in the ruling alliance. Sharp comments by Shiv Sena leader Ramdas Kadam sparked the flutter. Even the Deputy Chief Minister Devendra Fadnavis was forced to intervene to subside the matter. Kadam dubbed Public Works Department Minister Ravindra Chavan a ‘useless minister’ over the poor state of the much-delayed Mumbai-Goa Highway. “After 14 years, even Ram’s ‘vanvas (exile)’ ended, but problems on the Mumbai-Goa highway still persist. PWD Minister Chavan seems completely useless”. Dy CM Fadnavis should ask for Chavan’s resignation,” demanded Kadam. A peeved Fadnavis responded, “We are only human and such remarks are painful.  I am going to talk to CM Eknath Shinde about this.


Gadkari who has apologised has made it clear that the project initially started in 2009 under the Congress Party and was later handed over to the BJP. Despite the handover, the project remains incomplete, causing frustration among the public. Gadkari acknowledged the delays and highlighted that the government is working on a comprehensive strategy to complete the project. He assured that efforts are being made to overcome the challenges and expedite the work.

Comments

bottom of page