Technology has transformed every profession — and communications is no exception. Artificial intelligence can now draft copy, summarise reports, and analyse sentiment faster than any of us could ever hope to. It’s impressive, and it’s useful. But as we enter this new era, we must be clear about one thing: technology cannot replace the humanity of communications.
by Nick Price-Thompson
Because communications, at its heart, is about people. It’s about trust, empathy, understanding and dialogue. These are not tasks that can be delegated to code, however sophisticated it may be. They depend on judgement, emotional intelligence, and connection — the qualities that define our profession.
Seeing the Bigger Picture
One of the defining strengths of communications professionals — particularly in local government — is our ability to join the dots. We see the bigger picture. We read the local mood, the political context, the media tone and the subtle signals that tell us when something needs careful handling. AI can crunch data and flag trends, but it cannot sense the atmosphere in a resident meeting, the quiet shift in body language at a Cabinet discussion, or the risk of a poorly timed announcement. That’s where our judgement matters most – for our organisations, and our audiences. Communications professionals don’t just analyse information; we interpret it. We translate complexity into meaning and spot risks before they become crises. We operate in context, not just content — and that is something no machine can truly replicate.
Experience, Risk and Judgement
Experience is another vital advantage humans bring to communications. Years spent navigating complex councils, political sensitivities, community dynamics, and media pressures teaches us to anticipate risks and identify opportunities.
A new policy announcement might look harmless on paper, but experience tells us how different audiences could react. A press statement might seem neutral, but the timing or phrasing could inflame concern. That instinct comes from a combination of historical knowledge, situational awareness, and professional judgement. Judgement is a skill honed over time — it cannot be coded into an algorithm. AI can offer probabilities, highlight patterns, or suggest responses, but it cannot weigh competing priorities, understand local nuance, or decide when caution outweighs speed. In communications, this ability to predict, interpret and respond wisely is everything.
The Human Element: Diplomacy and Trust
Communications is a relationship business. We build trust with residents, journalists, councillors, community leaders and colleagues. We listen carefully, explain decisions clearly and create space for honest conversation. At times, we act as mediators — balancing competing perspectives and navigating moments of real tension. Those moments demand empathy, diplomacy and integrity.
AI cannot hold a difficult conversation with a resident whose life has been disrupted by council works. It cannot judge when to pause a campaign out of respect for a local event or tragedy. It cannot sense when reassurance matters more than detail. Those decisions — quiet, human, instinctive — are what build and protect trust.
Communications Is a Two-Way Process
There’s a persistent misconception that communications is about sending messages. In reality, it’s about listening — genuinely listening — as much as speaking. We have two ears and one mouth, a ratio that is not by accident.
In local government, that means understanding the experiences of residents and communities, and showing that their voices shape what happens next. Listening builds credibility. It makes people feel heard and respected. AI can scan sentiment online, but it can’t stand in a community centre and feel the emotion in someone’s voice. It can’t sense local pride or frustration. Listening is not a data exercise; it’s an act of empathy. And it’s the foundation of trust in public service.
Creativity: Our Human Advantage
If listening is one half of communications, creativity is the other. Creativity is what transforms information into inspiration — it’s how we make people care, pay attention, and act. AI can generate endless words, images or slogans, but it lacks intuition. It doesn’t know what will make someone stop scrolling, laugh, or feel moved. It doesn’t understand humour, irony, or local pride.
Communications professionals do. We know our audiences — their values, concerns and motivations. We know that what engages a young person in North Kensington might not resonate with an older resident in Chelsea. We adapt tone, style and timing to make messages land where they need to. Take a campaign about recycling. AI might produce a neat poster about what goes in which bin. But a human communicator will build a story about civic pride, about looking after the borough we share, about the simple actions that make a collective difference. That human touch turns compliance into participation.
At its best, communications is not just functional — it’s inspiring. It connects people to place, to purpose and to each other. That spark of originality, born of imagination and empathy, is uniquely human.
Navigating Complexity and Ambiguity
Those of us working in public affairs and communications know that our world is rarely black and white. We operate in shades of grey — where every message has a political context, every decision carries consequence, and the right answer is not always obvious. AI thrives on clarity and certainty. But our job is to navigate uncertainty — balancing transparency with sensitivity, openness with timing, and speed with accuracy. It’s about making wise choices under pressure, often with incomplete information. That’s where human judgement comes into its own.
In summary, there is no question that AI and automation will continue to reshape how we work. We should absolutely embrace the tools that make us more efficient, more informed and more agile. But communications has never been just about efficiency. It’s about connection. It’s about understanding people, earning their trust and helping them navigate complexity with clarity and confidence.
At the Royal Borough of Kensington and Chelsea, our communications team remains committed to those principles. We’ll use new technology where it helps — but never at the expense of human insight. Because while AI can process information, it cannot build relationships. It cannot show empathy. It cannot exercise judgement. Those are — and will always be — human skills.
Communications will continue to evolve, but the heart of it will remain the same: people talking to people. That’s why human communications will always matter.
Three Key Takeaways
Judgement and experience cannot be replaced: Years of navigating councils, communities and political contexts give communicators the ability to anticipate risks and opportunities — something AI cannot replicate.
Trust and relationships are human: Building credibility with residents, colleagues and stakeholders relies on empathy, diplomacy and listening — all inherently human skills.
Creativity can connect and inspire: AI can generate content, but only humans can craft messages that resonate emotionally, spark action and build a sense of shared purpose.
Nick Price-Thompson is director of communications and public affairs at the Royal Borough of Kensington and Chelsea.
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Image credit - Chat GPT prompt ‘Find a pic of Nick Price-Thompson and turn it into a cartoon’
