The most frequent motivations for micromanagement, such as detail-orientedness, emotional insecurity, and doubts regarding employees' competence, are internal and related to the personality of the manager. Since manager-employee relationships include a difference in power and often in age, workplace psychologists have used models based on transference theory to draw analogies between micromanagement relationships and dysfunctional parent-child relationships, "e.g.", that both often feature the frequent imposition of double binds and/or a tendency by the authority figure to exhibit hypercriticality. However, external factors such as organizational culture, severe or increased time or performance pressure, severe demands of the regulatory environment, and instability of managerial position (either specific to a micromanager's position or throughout an organization) may also play a role.