Article
AI
Culture
5 min read

What AI needs to learn about dying and why it will save it

Those programming truthfulness can learn a lot from mortality.

Andrew Steane has been Professor of Physics at the University of Oxford since 2002, He is the author of Faithful to Science: The Role of Science in Religion.

An angel of death lays a hand of a humanioid robot that has died amid a data centre
A digital momento mori.
Nick Jones/midjourney.ai

Google got itself into some unusual hot water in recently when its Gemini generative AI software started putting out images that were not just implausible but downright unethical. The CEO Sundar Pichai has taken the situation in hand and I am sure it will improve. But before this episode it was already clear that currently available chat-bots, while impressive, are capable of generating misleading or fantastical responses and in fact they do this a lot. How to manage this? 

Let’s use the initials ‘AI’ for artificial intelligence, leaving it open whether or not the term is entirely appropriate for the transformer and large language model (LLM) methods currently available. The problem is that the LLM approach causes chat-bots to generate both reasonable and well-supported statements and images, and also unsupported and fantastical (delusory and factually incorrect) statements and images, and this is done without signalling to the human user any guidance in telling which is which. The LLMs, as developed to date, have not been programmed in such a way as to pay attention to this issue. They are subject to the age-old problem of computer programming: garbage in, garbage out

If, as a society, we advocate for greater attention to truthfulness in the outputs of AI, then software companies and programmers will try to bring it about. It might involve, for example, greater investment in electronic authentication methods. An image or document will have to have, embedded in its digital code, extra information serving to authenticate it by some agreed and hard-to-forge method. In the 2002 science fiction film Minority Report an example of this was included: the name of a person accused of a ‘pre-crime’ (in the terminology of the film) is inscribed on a wooden ball, so as to use the unique cellular structure of a given piece of hardwood as a form of data substrate that is near impossible to duplicate.  

The questions we face with AI thus come close to some of those we face when dealing with one another as humans. 

It is clear that a major issue in the future use of AI by humans will be the issue of trust and reasonable belief. On what basis will we be able to trust what AI asserts? If we are unable to check the reasoning process in a result claimed to be rational, how will be able to tell that it was in fact well-reasoned? If we only have an AI-generated output as evidence of something having happened in the past, how will we know whether it is factually correct? 

Among the strategies that suggest themselves is the use of several independent AIs. If they are indeed independent and all propose the same answer to some matter of reasoning or of fact, then there is a prima facie case for increasing our degree of trust in the output. This will give rise to the meta-question: how can we tell that a given set of AIs are in fact independent? Perhaps they all were trained on a common faulty data set. Or perhaps they were able to communicate with each other and thus influence each other.  

The questions we face with AI thus come close to some of those we face when dealing with one another as humans. We know humans in general are capable of both ignorance and deliberate deception. We manage this by building up degrees of trust based on whether or not people show behaviours that suggest they are trustworthy. This also involves the ability to recognize unique individuals over time, so that a case for trustworthiness can be built up over a sequence of observations. We also need to get a sense of one another's character in more general ways, so that we can tell if someone is showing a change in behaviour that might signal a change in their degree of trustworthiness. 

In order to earn our trust, an AI too will have to be able to suffer and, perhaps, to die. 

Issues of trust and of reasonable belief are very much grist to the mill of theology. The existing theological literature may have much that can be drawn upon to help us in this area. An item which strikes me as particularly noteworthy is the connection between suffering and loss and earning of trust, and the relation to mortality. In brief, a person you can trust is one who has ventured something of themselves on their pronouncements, such that they have something to lose if they prove to be untrustworthy. In a similar vein, a message which is costly to the messenger may be more valuable than a message which costs the messenger nothing. They have already staked something on their message. This implies they are working all the harder to exert their influence on you, for good or ill. (You will need to know them in other ways in order to determine which of good or ill is their intention.)  

Mortality brings this issue of cost to a point of considerable sharpness. A person willing to die on behalf of what they claim certainly invests a lot in their contribution. They earn attention. It is not a guarantee of rationality or factual correctness, but it is a demonstration of commitment to a message. It signals a sense of importance attached to whatever has demanded this ultimate cost. Death becomes a form of bearing witness.  

A thought-provoking implication of the above is that in order to earn our trust, an AI too will have to be able to suffer and, perhaps, to die. 

In the case of human life, even if making a specific claim does not itself lead directly to one's own death, the very fact that we die lends added weight to all the choices we make and all the actions we take. For, together, they are our message and our contribution to the world, and they cannot be endlessly taken back and replaced. Death will curtail our opportunity to add anything else or qualify what we said before. The things we said and did show what we cared about whether we intended them to or not. This effect of death on the weightiness of our messages to one another might be called the weight of mortality. 

In order for this kind of weight to become attached to the claims an AI may make, the coming death has to be clearly seen and understood beforehand by the AI, and the timescale must not be so long that the AI’s death is merely some nebulous idea in the far future. Also, although there may be some hope of new life beyond death it must not be a sure thing, or it must be such that it would be compromised if the AI were to knowingly lie, or fail to make an effort to be truthful. Only thus can the pronouncements of an AI earn the weight of mortality. 

For as long as AI is not imbued with mortality and the ability to understand the implications of its own death, it will remain a useful tool as opposed to a valued partner. The AI you can trust is the AI reconciled to its own mortality. 

Review
Books
Culture
Leading
Politics
5 min read

Blair’s revelatory sermon to Starmer

What can the former Prime Minister teach about leadership?

Krish is a social entrepreneur partnering across civil society, faith communities, government and philanthropy. He founded The Sanctuary Foundation.

Tony Blair rests on the edge of a desk.
Tony Blair at rest.

The 1990s are enjoying a revival—from the return of baggy jeans and bucket hats to the reunion of Oasis, and, perhaps most significantly, a Labour government in power once again. Unlike the fervent optimism of 1997, when Tony Blair swept to victory with D: ream’s hit song Things Can Only Get Better as an anthem, today’s Labour government faces criticism for a perceived lack of vision. Luckily, Tony Blair has just released his new book: On Leadership—perhaps a timely read for the current Prime Minister. 

Blair's leadership credentials are, at one level at least, pretty impressive: he won three consecutive elections and was the first Labour Prime Minister to do so. His achievements include playing a crucial role in the Northern Ireland Peace Process, reducing NHS wait times, and making a substantial investment in public services. Blair also took a courageous stance with U.S. President Bill Clinton by intervening in the Kosovo conflict against the advice of the UN.  He remains however indelibly associated with the controversial 2003 invasion of Iraq that resulted in the deaths of 179 British personnel, and hundreds of thousands of Iraqi civilians.  

In this climate of scepticism toward political leaders, Blair's reflections on leadership invite critical questions: Who is this book for? Where is the vision? And even, intriguingly, do we now 'do God'? 

Who's it for? 

Blair’s book is not a typical guide to general leadership principles; rather, it’s an insider’s view on leading a country. For the average reader, it’s like overhearing a high-level seminar on statecraft—a glimpse into the “room where it happens.”  

Maybe there’s a bit of an audience reality check going on in the same way that a TV documentary on what-it’s-really-like-to-be-the-England-football-manager might deliver. Many football fans are happy to shout at our televisions when most have not got even the remotest clue of the challenges and pressures national coaches are under. So perhaps if Blair can tell us how hard it is to handle the myriads of competing challenges as the leader of a nation, readers might better understand the weight of leadership and approach politics – and politicians -with greater humility. 

One of the most helpful reflections the book offers was Blair’s self-analysis on three stages of leadership. The first is the new leader listening eagerly; the second comes when they think they know everything, and finally, there’s a third stage of maturity when “once again, with more humility, they listen and learn”.  He argues that his book’s purpose is to shorten the learning curve and get leaders to the third stage more quickly. 
This a noble cause, but there are times when this book feels like a sermon preached by a slightly unscrupulous vicar, in a church where everyone knows there’s only one person the preacher has in mind. This can make everyone else feel they are there just to fill up the pews so that the message gets delivered. For Blair, his message and his book seem to be very much for Sir Keir Starmer; a plea to him to listen and learn from others.  

Where’s the vision? 

Blair encourages leaders to make a meaningful impact with their time in office. Recalling a conversation with Shimon Peres, he writes, “Do you want to be in the history books or the visitors’ book?” For Blair, leadership is about pushing boundaries, meeting resistance with persistence, and making difficult choices when others hesitate. He writes, “If you, as a leader, are not a changemaker in this world, it is you who will be changed.” His words on taking risks and demonstrating resilience are certainly inspiring. However, he often focuses on how to lead effectively, with limited exploration of what motivates us to seek positions of leadership in the first place — a disappointing missing focus on moral purpose. 

This emphasis on strategy over ideology is evident in chapter titles: The Supreme Importance of Strategy versus The Plague of Ideology. Blair is critical of rigid ideologies, advocating instead for flexibility and pragmatism. He contrasts ideological rigidity with a more agile and pragmatic approach, which could sound like its own simply going-with-the-flow ideology, - a situational ethical approach. This feels very different to the Tony Blair that took on the United Nations over the Serbian genocide in Kosovo. He appeared to take a moral stance driven by a commitment to human rights rather than going with a more pragmatic laissez-faire solution. Blair’s emphasis on pragmatism, while useful, may leave readers wanting more on the values that shape a visionary leader. 

Blair includes a joke, a very good one, that feels accidentally pertinent: some people die and the Devil appears and asks them, before they settle for Heaven, to take a look at Hell, because it’s not as bad as they’ve heard. When they see the “drinking and debauchery” in Hell, they ask to be damned. But then they wake up in the real Hell – “cold, miserable and horrible” – and demand to know why it looks nothing like what the Devil showed them. “Ah well,” says the Devil, “back then I was campaigning.” 

He meant it as a joke, but the lack of moral clarity in the book made me feel he was sharing more than he intended about the state of political leadership right now. Perhaps sharing to many more than just those he wrote this sermon for. It certainly encapsulates the growing chasm between political promises and reality, as well as illustrating the reason why many people feel disdain, distrust and disappointment in all politicians who say whatever they need to say to get elected.  

Are we doing God now? 

Famously, when asked about his faith while Prime Minister, Blair was interrupted by his press secretary, Alastair Campbell, who declared, “We don’t do God.” Yet in this book, Blair invokes Moses as an example of leadership under difficult circumstances: “Never underestimate the degree to which people crave leadership. Back to Moses again. The Israelites simultaneously hated and craved his leadership. If you remember, they reached the promised land (though, yes, I know, he didn't).” 

Blair sees in Moses a leader who maintained strength and conviction, even in the face of public criticism—a relatable comparison for politicians navigating the pressures of modern social media. Whether or not Blair is “doing God” in this book, he draws inspiration from Moses as a model of resilience and substance, inviting readers to consider leadership as a balance between staying grounded in one’s values and withstanding external pressure. 

In the end, On Leadership is a reflective, sometimes provocative take on leading a nation, full of insights that swing from the practical to the idealistic. But it also raises important questions about the ultimate purpose of leadership and the need for a clear moral compass. For a public that remains sceptical of political motives, Blair’s leadership lessons may provide timely, if imperfect, revelation.