In Chapter 4, we turn to the contemporary manifestations of the managerial approach. To the extent that we view digital technology as a problem, we tend to think of it as a problem with managerial solutions. In other words, we tend to believe that the right experts, in the right institutions, focusing on the right questions, could make the harms of digital technology disappear. Some want to erect new administrative agencies or private “oversight boards” to govern digital life; some want to empower courts to address the “addictive” features of social media; others prefer to use public officials and NGOs to put pressure on technology platforms themselves. In each of these cases, reformers call on private or public managers to resurrect the goods of robust associations without defending associations themselves. We show that seemingly disparate efforts to address “digital addiction,” fight the “loneliness epidemic,” combat “misinformation,” regulate AI development, and reimagine “privacy” all fall into this same trap. These are often misguided attempts to respond to problems better understood and addressed as the consequences of a social order in which intermediary associations lack the three powers.