The modern operating environment produces more data than any previous generation of military professionals has ever confronted. What was once a fog born of uncertainty is now a fog created by abundance: too many feeds, too many dashboards, too many “priorities.” The U.S. Army’s pursuit of a data-centric force reflects a recognition that information advantage underpins decision advantage. However, this emphasis risks equating “more data” with “better decisions.” This article argues that the Army’s emphasis on data-driven decisions unintentionally contributes to this problem by encouraging leaders to search for answers within available data rather than begin with the decision that must be made.