I'd argue written notes / minutes do help in a toxic culture.

I've had the obligatory interactions with a few backstabbing and/or passively aggressive teams, and when things eventually explode and work their way up the leadership chain (hopefully to someone with more sense), it's a quick knife through "you said / they said" to produce a written document from a meeting 3 months ago, where the assumptions you've been operating under were agreed to by the other team.

Obligatory: producing said doc in this context makes you an asshole, and is a nuclear escalation. But some (rare) times call for that.

(If it's a habit, you should probably reflect on yourself and/or find a healthier place to work)

What are the kinds of things people reverse their agreement s on?

They change technical designs or timelines slip?

In my (thankfully limited) experience it was around responsibility and methods of escalation.

My read was that a team didn't want to be bothered with something, but I was working on a corporate priority, so we set a meeting, hashed out, and agreed on how issues should be brought to them.

When something happened down the road, the agreed process was followed, and they (surprisingly stubbornly) claimed they weren't responsible and shouldn't be contacted for this issue.

Typically scope of a project: feature x and y are agreed to not be included but two sprints before release they become a must have, because otherwise Sales suddenly cannot sell the product.

Sounds like you need to consider making a change, too.

At the end of the day, you need to change as often as you have a reorg in a company.