The role of research administrator requires highly efficient and collaborative project management to develop competitive, compliant and properly targeted applications for sponsor support. When problems arise, stress and time pressures may lead to maladaptive forms of manipulation and micromanagement between research administrators and principal investigators that resemble dysfunctional, codependent relationships. Using Karpman's Drama Triangle (1968), this article describes the loss of independence and the cognitive bias that precede the development of codependent thinking and behavior in the workplace, particularly as it relates to research administration. Discussion includes the incidence of "helicopter parenting" and its potential application to research administrators' attempts at risk-averse project oversight and security. The remainder of the article provides suggestions for avoiding workplace codependence within the research office, including specific strategies for engaging with principal investigators with greater clarity, effectiveness and respectful collaboration.