And Agile does not avoid processes and tools, it recognizes that process and tools must be specifically fit to the particular team and context of work (Scrum, particularly, is a baseline set of processes and tools that is designed to serve as a framework for common contexts of software work -- its intentionally incomplete to avoid specifying too much that would narrow its scope of applicability.)
> "individuals and interactions" are also needed, but there is no need to oppose them
The need to oppose them comes from the authors' concrete experiences in the software world before writing the manifesto, where very frequently canned (often consultant-pushed) processes and tools were being adopted by management in shops without considering the dynamics of the existing team and the particular work being done. (One of the sad ironies of the Agile movement is that the "Agile" banner itself has become a tool for the same kind of thing.)
> "comprehensive documentation" is critical in all kind of domains
Yes, it is; the preference stated in the manifesto is, again, the result of concrete experience where projects were quite often focused on producing mandated documentary artifacts because there was a checklist and that was how "control" was exercised, but the documents required and delivered were often irrelevant to (and not consumed by, or updated to reflect changes resulting from, the process of) delivering working software.
> Customer collaboration over contract negotiation; again, highly dependent on the field and specific project if this is something where it makes sense to even have a "preference" or not.
This is intended specifically in the content of developing specific software requirements (and, really, its more about the dev team pushing the customer to engage rather than provide hands-off requirements.)
The Agile Manifesto really deals with concrete problems encountered in particularly enterprise software contracting (but bad practices from the enterprise world were, at the time, getting exported to the rest of software development, so not limited to the enterprise world.)
> "Following a plan" is what you do about how you organize your work when you use Scrum.
Scrum, like most methodologies that attempt to implement agile values, focuses quite a lot on managing potential rapid change within the plan.
