I work in a six person team and I am the only remote team member. I have been in this job for almost a year and I find the remoteness to be an extremely difficult factor in domain knowledge acquisition, which feels like walking through deep snow. We have a Wiki and people post documentation pages but the problem is that they are poorly interwoven in content, i.e. they seldom reference one another when in fact they do build on top of one another, they are deeply set in a context to which the page itself does not point, IOW, they are hectic and not well structured. A very few are self contained and require no external context familiarity, mostly the ones I have written.
I have certain cognitive conditions, I avoid calling them shortcomings or disorders, which make me terribly incompatible with chaotic situations and data/sensory overloads. As a result, I have, over the years, developed my own methodologies how to learn new things and, more importantly, structurally organize the knowledge gained in the form of minimalistic and self-contained how-to, enumerated lists. When managing (which I don't do in my regular job) or mentoring somebody, I can say I am near machine perfect in outlining, knowledge transfer and documenting how to perform various processes in a similar fashion.
Unfortunately, my boss is not very supportive of my cognitive, learning and working styles. It feels as though he looks down on providing clear instructions to someone who needs it as a matter of either some darwinistic ideals of "fend for yourself" or not wanting to invest more man hours in clear process and domain knowledge documentation. Even when one team mate knows something solidly, it seems like I am expected to reinvent the wheel re-figuring it out myself or reverse engineering it. Don't get me wrong, I think reverse engineering is great but not if two people do it against the same functional area, it is reinventing the wheel and inefficient. Conversely, I am very eager to spare my team mates of unnecessary figuring out something I did already and provide them with a functional digest. When talking to him about it, directly or indirectly he explained that the team style is not "spoonfeeding" knowledge but encouraging members to acquire it on their own. I find that extremely inefficient and a borderline mask for "we don't document diligently". Several times I proposed things like I can fully document the development environment setup with all the components or prepare a simple git or maven cheatsheet for newcoming team members but he didn't have any appreciation for it. He is of the opinion that kind of knowledge should be a given and not necessitate team support. So my sentiment is that he expect us to individually find order in chaos and get things done. That may be easier for team members that sit with one another but it is really difficult being remote.
I would like to change this culture for the benefit of the team, myself, prospective new members, and the organization as a whole. I would like to raise the level of appreciation for providing clear process instructions in the form of enumerated lists. My boss tends to think I overcommunicate on the giving side and need being "spoonfed" (actually used that word) on the knowledge receiving end. I just really, really like structure and order, I am unable to function in chaos. I also think overcommunication is better than undercommunication. I think any organization should welcome that disposition as opposed to someone who keeps knowledge to himself even if they manipulate chaotic situations well. So my question is: what can I do to groom some appreciation for structured and specific knowledge sharing as opposed to simply expecting team members to know things and be familiar with the context?