I’ve seen this a lot, too, but only in specific company cultures. The common problem among all of them was that people in middle upper management thrived in chaos. They didn’t want the important things to be well documented or stable because that took away their opportunities to be the important person who held the secret knowledge to make things work. When something broke they wanted it to remain impenetrable for other teams so they could come in as the heroes.

Oddly enough, these same people would be the ones pushing for documentation and trying to stonewall other teams’ work for not being documented enough. It was like they knew the game they were playing but wanted to project an image of being the people against the issue, not the ones causing the problem. Also, forcing other teams to document their work makes it easy for you to heroically come in and save the day.