Zapier CEO Warns of AI "Comprehension Gap" in Executive Communication

Zapier co-founder and CEO Wade Foster has a name for the biggest danger executives face when they lean on artificial intelligence to write their memos, emails and talking points: the "comprehension gap"—failing to adequately understand the underlying subject matter of their own AI-assisted work.

The risk is concrete. Leaders who overuse AI to produce polished communications may find themselves unable to answer follow-up questions or back up their claims in real time. The fact that they used AI to create the original material might quickly become obvious.

"There are definitely situations [where] you don't use AI responsibly, where you're delegating too much," Foster said in an appearance on Harvard Business Review's IdeaCast. "As you get asked questions, as you start to investigate, you realize, 'Oh, I don't actually know enough about this area.'"

Zapier is a workflow automation platform. Foster's warning comes as the business community is still figuring out how to responsibly incorporate AI into communications.

The knowledge executives lose when AI does the writing

AI overuse can also rob executives of knowledge they would have gained by producing the materials themselves, said Matt Abrahams, a lecturer in organizational behavior at Stanford Graduate School of Business. Composing an internal memo about a regulatory issue, for example, might give an executive a deeper understanding of the issue itself.

"Communication is operationalized critical thinking," Abrahams told IdeaCast. "If we outsource that critical thinking and then are put on the spot to answer questions, to give input, to give an update, people get really anxious."

The fix, according to Abrahams, is to take time studying the AI-generated material until you really comprehend it. The point is truly knowing the subject matter, even if you had some help assembling the words.

"It is really important not just to review the output, but to really review the thinking so that when you're put on the spot, you have the confidence that you know what you're speaking about," he said. Otherwise, workers might come to believe that their leaders aren't doing their homework.

Credibility is on the line

The stakes extend beyond individual embarrassment. Leaders who overuse AI without understanding the underlying subject matter risk their own credibility. One recent study found that employees view executive communications as less helpful when they think they are AI-generated—even when they aren't. These leaders also set a bad example for workers who may be eager to outsource their own work to AI.

For all that, Foster is not arguing against the technology. "AI is a fantastic tool and to not use it would be a mistake," he said. "[But] it could be a lot better if you use it responsibly. [That] is what everyone's trying to figure out."

There may be no hard-and-fast rules for responsible AI use in executive communications. Leaders will have to decide on a case-by-case basis.

"It just depends on the task," Foster said. "There could be areas where the impact is relatively low, and you're fine delegating the work to the AI more fully."

"It just comes down to judgment."