Sound and current data is misleadingly obvious as a principle of organizational management. It is obvious that effective decisions cannot be made without sound and current data. To be optimally effective, organizational managers must have sound and current data about the goals, strategies, values, priorities, and needs of their organizations. All of that must be integrated and coordinated with sound and current data about the skills, needs, and motivations of their employees, peers, and bosses. This is too much information for any one person to stay consciously current about. Instead we rely on past experience, informed guesses, and assumptions that we mistake for sound and current data. Good decisions can still be made in this manner but its probability decreases dramatically. Conversely, the greater the percentage of sound and current data the greater the probability of good decisions.

Both competition and conformity are inimical to sound and current data. In a competitive environment those with more sound and current data win over those with less. Keeping it, not sharing is the strategy of choice. A related set of organizational managers, however, is short of sound and current data because they are not open to it. These managers believe that because they are managers they should "already know" or, at least appear to "already know." In organizational cultures that generate a lot of conformity those with critical information or new or differing ideas are warned not to "rock-the-boat" making sound and current data a rare commodity. The Bay of Pigs and Challenger disasters are but two highly dramatic examples of this phenomenon.

Sound and current data and playing infinitely are highly complementary. Sound and current data does not diminish as it is shared with others. To the contrary, knowledge (if it is sound and current) actually increases as it is shared triggering the addition of new information as each person contributes. This supports the possibility of everyone winning. Likewise, the safety of the infinite game support the sharing of sound and current data when it is not short-circuited by information-hoarding which occurs when information is used as tokens in win/lose power struggles.

Organizational managers can build an organizational environment embodying the infinite perspective if they operationally value and reward the gathering, sharing, and operating from sound and current data. Likewise, information hoarding and spreading inaccurate information must not be tolerated. In such environments, assumptions, interpretations, opinions, and beliefs are constantly checked for soundness and currency. The vacuum of ignorance is valued whenever it is used to stimulate curiosity. Curiosity is rewarded as the precursor to learning. To play infinitely, to synergize, and to learn we must not only be open to sound and current data; we must proactively seek it out.