For most of the past decade, IT leaders in higher education felt on top of things. Challenges were usually comprehensible and addressable, doing reasonable things yielded reasonable results, and for the most part, IT was a substantial contributor to institutional progress. But these days, IT leaders rarely feel on top of things. Instead, some days feel like a game of Calvinball, where everything keeps changing, often without disclosure or recourse: the game, the players, the teams, the rules. Calvinball-like days may not be frequent, but neither are they exceptional, and they seem to be proliferating. In this article, the author explains why IT is ever more complicated and difficult to manage in higher education. He sketches a few sample areas where convergence is playing a growing role and where traditional conceptions of "customer" no longer suffice. Although the examples come mostly from the University of Chicago, that's just for convenience: they have ample counterparts elsewhere. He concludes with some suggestions for realigning IT practice in convergent times. (Contains 3 notes.)