The memory that walks out the door: Generative AI and the knowledge depletion spiral in permacrisis

Permacrisis leaves no interval to rebuild what each crisis removes. Experienced people leave, and the judgment that crisis response depends upon goes with them, faster than handover and succession planning can replace it. This knowledge depletion spiral compounds when the next crisis arrives before those losses are restored. The institutional memory model interrupts it at three points, early spiral detection, crisis-speed knowledge capture, and memory reintegration. Generative AI makes each component feasible at the speed permacrisis demands, under consent and data-handling commitments. Run as a loop, the components let each crisis add to institutional memory rather than deplete it. Boundary conditions identify where the model applies most directly and when leaders should adapt or defer it. Cautionary notes address the mistakes that recur in implementation.

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Publication Details

Journal
Organizational Dynamics
Published
2026-10-15
DOI
https://doi.org/10.1016/j.orgdyn.2026.101291
Primary Topic
Organizational Learning and Leadership
Type
article
Field-Weighted Citation Impact
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article

The memory that walks out the door: Generative AI and the knowledge depletion spiral in permacrisis

Geshwaree Huzooree
Organizational Dynamics
Organizational Learning and Leadership
article

The memory that walks out the door: Generative AI and the knowledge depletion spiral in permacrisis

Geshwaree Huzooree
article en

Abstract

Permacrisis leaves no interval to rebuild what each crisis removes. Experienced people leave, and the judgment that crisis response depends upon goes with them, faster than handover and succession planning can replace it. This knowledge depletion spiral compounds when the next crisis arrives before those losses are restored. The institutional memory model interrupts it at three points, early spiral detection, crisis-speed knowledge capture, and memory reintegration. Generative AI makes each component feasible at the speed permacrisis demands, under consent and data-handling commitments. Run as a loop, the components let each crisis add to institutional memory rather than deplete it. Boundary conditions identify where the model applies most directly and when leaders should adapt or defer it. Cautionary notes address the mistakes that recur in implementation.

Organizational DynamicsVol. 55(4)
Edinburgh Napier University (GB)
Openalex Percentile: Top 6%
Organizational Learning and Leadership
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