{
  "id": 7461981,
  "title": "Kontroll-Zwang unter Kollegen: Hilfe, mein Kollege micromanaged mich - was hilft?",
  "url": "https://urgent.news/2026/09/15/kontroll-zwang-unter-kollegen-hilfe-mein-kollege-micromanaged-mich",
  "topic": "business",
  "section": "Business",
  "published": "2026-09-15T02:56:05.000Z",
  "source": {
    "name": "Handelsblatt",
    "slug": "handelsblatt",
    "url": "https://www.handelsblatt.com/politik/deutschland/kontroll-zwang-unter-kollegen-hilfe-mein-kollege-micromanaged-mich-was-hilft/100254544.html"
  },
  "original_language": "de",
  "account": "The issue of \"Micromanagement among peers\" is a growing concern in many teams, where one individual consistently asks about minor details, prescribes specifics, and offers comments on results from their colleagues. Known as \"Micro-management among equals,\" this behavior can disrupt collaboration, erode trust, and ultimately undermine the team's spirit. However, it's not an inevitable outcome. Evelyn Wurster, a team developer and leadership consultant, notes that the impact depends heavily on the personal relationship between the micromanager and the person being managed. If the micromanager exhibits a tendency to be overly controlling or overlooks deadlines and numerical errors, a friendly and collegial hint from a peer can be beneficial. According to Sebastian Jakobi, an organizational psychologist, micro-management can be acceptable if the micromanager is trying to bring someone into a project or progress a particular project. It can also occur when they have free capacity and wish to offer support. However, if this behavior becomes ongoing without a valid reason, or if the micromanager imposes their preferred working style without consultation, it can lead to a loss of initiative, creativity, and potentially result in inner resignation. The reasons behind micro-management are varied. It could stem from unclear roles and processes within the team, or from a single individual taking on a task or project unintentionally and feeling strongly about it. Some may exhibit a strong need for security or success, while others may have had negative experiences and wish to protect the team's success, controlling others to prevent it. Another reason could be the desire to lead and gain attention through micro-management. To address this behavior, Wurster advises not to react emotionally or with accusations, but rather to approach it in a factual manner. The \"WWW formula\" (What, Working, Want) can be helpful in this regard, allowing the affected party to describe specific behaviors they perceive, how they feel about them, and what they wish to see instead. Other strategies include proactive communication, inviting the person to brainstorm, and setting clear boundaries, such as scheduled times to discuss progress. If these conversations are unsuccessful, involving a supervisor in a third-party discussion might be necessary. Importantly, if you yourself tend to micromanage, Jakobi suggests reflecting on your actions: ask yourself if you have a task for what you're doing, how you're responsible for the outcome, and if there are alternative ways to achieve the desired results. Above all, Jakobi emphasizes the importance of empathy: how would you feel if someone constantly controlled you?",
  "summary": "Ein Teammitglied ohne Führungsrolle kontrolliert übermäßig die Arbeit von Gleichgestellten – das kann diejenigen, die es trifft, gehörig nerven. Wie geht man im Team am besten damit um?",
  "key_points": [],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}