Documenting a disordered process does not make it orderly.
It only makes the disorder easier to describe.
A manual can explain perfectly ten steps that should never have existed.
A diagram can show very clearly how a decision bounces among five people while no one is accountable.
And a detailed specification can preserve a need we misunderstood from the beginning.
The problem is not documentation.
It is asking documentation to fix decisions no one wanted to review.
Before writing how something works, ask:
Why does this step exist?
Who needs this information?
Where is context lost?
Which decision are we trying to control?
Useful documentation appears after those answers have been organized and stays close to the real work.
It does not turn a bad process into a good one.
But a good process can produce documentation that is still true when someone needs it.