Most teams do not need more documentation; they need the right documentation. The highest-leverage material explains the decisions that recur often enough to create drag, ambiguity, or inconsistency. It should make the next good action easier to recognize.
Consider a simple decision record: what triggers the decision, who owns it, which signals matter, the default action, and when an exception should be escalated. This structure is concise enough to be used, yet specific enough to reduce avoidable back-and-forth.
The signal that a document is working is not its length or polish. It is whether a new teammate can use it to make a sound decision with less supervision than before. That is the point where documented knowledge becomes operating leverage.
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