AI can write your content, but it can't create credibility
Written by Shanna Crispin
Many are navigating the discomfort that is a characteristic of technology disruption – this time, it’s how much we should hand over to AI.
Tasks traditionally delivered by humans have already been taken over by AI, with many more to come. So much so that the latest Deloitte (UK) report on Corporate Affairs predicts that within 12 months, organisational charts will reflect both AI agents and humans.
That is not something to be feared - it is something to be embraced. Technology has always advanced societies through disruption. And that disruption phase can be uncomfortable, especially if those being disrupted don’t have a clear line of sight as to their future value.
It is pointless to resist the rapid uptake of AI tools, including for content generation. In many cases, it’s perfectly fine to use these incredible and swiftly evolving tools to improve efficiency and, consequently, productivity.
But we must be careful not to expect a tool, which is artificial by its very name, to deliver outcomes that are innately human. While AI can write your content, it can’t create credibility.
Credibility forms through observable behaviour across three trust dynamics; ability to deliver, benevolence and integrity. Credibility gaps occur when there’s a mismatch between an organisation’s stated values and its behaviour.
AI can easily produce polished content that delivers the necessary components to make your organisation sound professional and competent. But the organisations that choose to adopt this approach will all start sounding the same. And what sets one organisation apart from the next when words start to lose their meaning?
A competitive advantage will become smart reputation management that appreciates the intrinsic value of walking the walk, not just talking the talk.
In addition, there’s a credibility element to the way organisations tell their stories. Strategic storytelling needs to include uniquely human characteristics which our brains have become attuned to recognise as trust signals. These are things that come naturally to us as humans, but are hard to program into a computer.
For example, demonstrating benevolence often involves empathy and action grounded in emotion. Integrity requires an understanding of what is right and staying true to values.
If you want people to truly engage with your story, you need quality, not quick copy.
Sure, AI could be programmed to operate this way with the right inputs, and say the right things. But, again, credibility comes from observable behaviour, not just communications that say that behaviour exists.
I want to emphasise here that I am a supporter of AI and the potential for it to transform how we work. As the Deloitte report stated, most communications teams are only at the tip of the iceberg of possibilities.
A potential is demonstrated by companies like Muja, which are developing AI personas to replace lengthy and expensive traditional market research campaigns. Importantly, the personas are grounded in psychology and actual behavioural data.
(If you want to hear more about Muja sign up for the CPRA webinar on synthetic research happening next week).
Consider the potential of an AI engine that is tailored to each organisation, with its own stated values input as measurement pillars. Organisational operations and communications can all be measured against its own bespoke framework.
AI agents can automate processes, scan the horizon for risks, and rapidly crunch data so that we don’t have to. The possibilities are vast.
But what it can’t do is replace human thinking and judgement. That is where the value of a human communicator lies.