The conventional wisdom about transformation not only holds the individual at the center of its thinking; it also believes in the idea of managed change. As noted above in the discussion of reform and development, the conventional wisdom believes that positive change occurs through better management. Management, the methodology of the business perspective, bets its future on defining needs and deficiencies, grouping the world according to like-mindedness, and holding a magical belief that better planning, measurement, and control will help. The seductive power of the virtual world becomes an excellent tool to bring this about.

We spend untold resources identifying needs. We name and warehouse people by their deficiencies. We create a label and a diagnostic category for those who are vulnerable. There are major programs for youth at risk and homeless people. As if that is who they are. Filled with good intentions, we undertake to fix these people. It is called charity, philanthropy, and service. For most of the vulnerable, they receive valued services, but lack the familial communal support network to lift them out of their difficulty.

We also believe that the commons is well served by seeking like-mindedness. We fear the stranger, the immigrant, and people on the margin. We seek and celebrate those with common interests. We want to get everyone “on board.” We hold onto the belief that transformation occurs through more predictability and better managed systems and services. Most studies of failure point to the need for better planning, clearer objectives, and more measurement. They prescribe the business perspective. There is no place in this context of fix, problem solving, and holding people accountable, for mystery or surprise or intimacy.