There's a new citizen in Saudi Arabia - a very articulate one. Sophia, from Hanson Robotics. She's been around a while but this week returned to centre stage when, at an investment conference, it was announced she had been given citizenship of Saudi Arabia. A stunt for sure - but it forms a bleak contrast to the millions of humans currently 'stateless', roaming as refugees and facing the total reluctance of national governments around the world to take them in.
The raw truth is that Sophia is worth money - significant amounts of money - and citizenship has its price. (As an aside, Sophia is presented as a 'female' robot so I do wonder what her 'rights' as a citizen will actually include, what cultural customs and practice she might need to take on and what freedom of movement she might have - but that's another discussion).
This discussion centres around the question of human-robot relations and the emerging space between worlds. During the interview conducted live at the conference, Sophia was asked if she was a threat to humans. Her (rather creepy) reply was simply this: "You be nice to me and I'll be nice to you". Question is, who has taught Sophia the complexities of 'nice', its place in relationships and communication? Who, when things go wrong, will mediate between Sophia and the humans - or any robots and their humans? Who is teaching the robot teachers the parameters of good citizenship?
In the last five years, a space has grown. The space between worlds is that place where our accepted historical realities of humanity, human interaction and live encounter are stretched into a space where we experience only the virtual, the artificial - and the artifice of the algorithms. This space between worlds is the new frontier so new skills and new methods of navigation are necessary to help society makes the shift.
Global legislation is still catching up with the disruptions of social media and unfiltered communication and cyber security is of real concern. In the same way that smart phones popped into our pockets and stayed there, so too will our robots - except this time, they really will be smart. Much smarter than us. And we will still be on the back foot, unable to cope with the challenges about to be faced.
As public relations and communication professionals, we build the relationships to keep our organisation's licence to operate. Those relationships exist inside and outside our organisations. Careful mediation and communication will be necessary as automation and artificial intelligence replace roles previously considered human undertakings. Jobs, incomes - and most dangerous of all, purpose, will be lost. Organisations will still make profits, govern countries and please shareholders, but for society there will be greater numbers of disenfranchised humans becoming the next generation of economic refugees. The ethics of operation plus deployment of AI and robots needs to be considered and, as the ethical conscience of the organisation, it is a role which our profession should be preparing for now.
The challenge will be capturing the space between worlds today, ensuring we help our organisations, communities - and governments - navigate the societal shifts that will be born of Sophia and her descendants.
This year's big challenge for public relations and communication professionals seems to be creativity, in particular, our ability with visual communication.
Having spent some time this month working with practitioners on developing their creativity, the problem isn't a lack of ideas, vision or inspiration. The problem is that the hugely creative mind of the practitioner isn't generally acknowledged (or resourced) by their leaders and co-workers.
Yet creativity is at the heart of what we do. We develop creative approaches to building and sustaining the relationships organisations need to keep their licence to operate. We develop and implement creative forms of communication - either written, visual, oral or experiential. We develop creative research solutions to help our organisations truly understand their communities and stakeholders as well as the hardest creative task - developing crisis scenarios, examining issues and risks so that potential problems are addressed and a crisis is averted.
Imagining the unthinkable isn't a fun occupation but there is significant creativity involved, with practitioners able to address and discover solutions to problems organisations didn't know they had.
The biggest challenge isn't the ability to be creative in public relations. The biggest challenge is helping organisations to understand that practitioners are not 'order takers' there simply to 'send out stuff'. For organisations that work that way it's rather like having a top of the range Mercedes available but driving it like it is an ancient jalopy.
Helping organisations develop an understanding of our purpose and value is a priority task we should, as a profession, collectively bend our minds towards.
We change all the time. Every day, a little difference creeps into our lives and shifts the way we either work, play or view the world around us. Yet organisations and businesses struggle with change as if it were a dinosaur, unrecognisable in today’s world, out of place and time. Strange really that this should be the case but perhaps change becomes a challenge simply because organisations - of all sorts - fail to recognise that change is a constant in every life.
Change for the sake of it is rarely a good thing - my motto ‘just because you can doesn’t mean you should’ holds fast in this context. But without change we don’t grow. Our development is stilted and futures become uncertain. When change fails the likelihood is that the reason for change is uncertain, the people involved - and it is people who are at the heart of change - have been left unrecognised or ignored. Above all, change fails when communication and collaboration collapse in a crumpled heap at the feet of mismanagement or poorly executed governance.
Public relations and communication professionals have been at the centre of change management for decades - even before change management became a discipline in its own right. We know that organisations need to maintain critical relationships in order to keep their licence to operate and relationships, by their very nature, are subject to change.
When dealing with change we must deliver to outcomes and effective, timely delivery is driven by first asking (and answering) some simple but complex questions.
We can ask the questions, do the research, formulate a plan, implement excellence in communication and compete the change - but what about the stumbling blocks? The obstacles? Perhaps the biggest obstacle of all is an inadequate understanding on the part of the governance team as to why the change is taking place - and what life will look like once it has occurred. Reactive change implemented on the fly seldom succeeds. Purposeful change, driven by vision and mutually beneficial outcomes is the way to lead progress.
You can delve into acres of research, review countless methodologies and investigate the many alternative approaches to change management and all of it will be helpful. But at the heart of effective and productive change is the desire and willingness to improve the organisation, service or product, an understanding of the critical relationships that must be maintained with stakeholders and communities and ultimately, the delivery of tangible benefits to everyone involved.
About Think Forward
Think Forward ponders PR questions and curates current know-how