Tuesday, June 02, 2026

Truth and AI: Why Large Language Models Shouldn't Claim to Tell the Truth

I keep running into the same thing in online posts, and it bothers me each time. Someone is making an argument, and to settle it, they paste in what an AI told them, as if the machine's having said it puts the matter to rest. The content is sometimes even good. But the problem for me is the assumption that the AI can objectively see something true, and so is authoritative.

That assumption is wrong, and I think it's becoming one of the more consequential misunderstandings of our moment.

Two things are combining to produce it. The first is a lack of candor from the companies that build these systems about what their products are. These are language engines, not truth engines. The second is the way the systems themselves talk: fluent, confident, and human enough that "it said so" starts to feel like "it is so." Put those together at scale, and you get a public learning to treat a statistical text generator as an oracle.

So let me say plainly what I think these tools are, and are not. A large language model can simulate reasoning, surface arguments, and synthesize enormous amounts of material. What it cannot do, what it is not built to do, is to discern truth. And a model that presents itself as if it can is, in a strict sense, misinforming you about itself.

How Humans Get Closer to Truth

Start with us, because the contrast between human and synthetic reasoning is what we're getting at here.

Human beings are truth-seeking under constraints. We don't trust any single person to simply know what happened, so we built institutions that make competing accounts collide under fair rules: trial by jury, peer review, and the randomized controlled trial. These are constraints on process, on how a claim must be tested, not constraints on hypothesis. They are designed to make the collisions more informative. They are not designed to decide in advance which questions may be asked.

The test of whether you believe in open inquiry is not whether you'll allow questions you're neutral about. The test is whether you'll allow the questions whose likely answers you find wrong, distasteful, or even dangerous. A process that protects only the comfortable questions doesn't protect inquiry at all; it's just enforcing existing beliefs with extra steps.

There are two reasons the disagreeable question must remain open. The first is humility about our own record: nearly everything we now hold as obvious was once a minority view, which means today's consensus is partly mistaken, and we do not yet know which part. Close off the questions that offend the consensus, and you simply lock in the errors you can't see. The second is about what the impulse to forbid a question really is. It is the tribal reflex, a move that protects the group, not the finding. Banning a line of inquiry feels like defending truth, but it's usually just defending our group-supporting beliefs.

The protection is for the asking and the testing, not for the concluding. You defend someone's right to investigate even a fringe claim, and then you subject that claim to exactly the scrutiny everything else gets, and you let it be shown wrong if it's wrong. Open inquiry and rigorous contestation are not opposites. They're part of the same commitment.

None of this is a modern invention. The idea that truth emerges from a fair contest of ideas runs back to the Greeks. Socrates tested a claim by cross-examining it until its contradictions surfaced, that is, truth pursued through structured dispute, not pronouncement. The Sophists, and later the skeptics of the Academy, formalized the practice of arguing both sides of a question, what the Romans called arguing in utramque partem. Aristotle built the first formal logic and compiled the first catalog of fallacies. Reasoning, logic, and the fallacies are about making a contest of ideas productive rather than merely loud, with the named fallacies serving as the agreed-upon fouls that keep the clash honest without anyone deciding in advance who wins.

Milton argued that truth wins a free and open encounter and needs no protection from falsehood. Mill said that a silenced opinion might be true, or partly true, but even a wholly true belief, if it is never contested, decays into dead dogma, held by rote with its grounds forgotten. Contestation isn't only how we catch errors; it's what keeps a true belief alive and understood. Popper turned the same instinct into the engine of science: knowledge advances by trying to refute claims, not to confirm them. What unites all of them is the same thing this essay is about: constrain the process, not the hypothesis, and refuse to pre-decide the winner.

What a Language Model Is Doing Instead

A large language model is trained to do one thing: predict the next piece of text, over and over, across an enormous body of writing. Truth is not one of its objectives. It enters only sideways, that is, to the degree that true statements also happen to be common, stable, and consistent in the training data.

That sideways relationship matters enormously, because it means the model's grip on truth is strongest exactly where it's least needed and weakest exactly where we need it most. For settled questions, where the correct answer is also the most frequent, the model is reliable. On contested questions, where one side is louder, better funded, or more relentlessly repeated, frequency exerts a gravitational pull that has nothing to do with which side is right.

I want to be fair about this, because the easy version of the critique overstates it. These models are not pure parrots; they clearly build internal representations that generalize beyond anything they were shown, and they handle numbers and sentences they've never encountered. They can construct the strongest case for a position no one around you holds. But "can generate an argument" is not "can tell whether the argument is true," and the gap between those two is the entire subject of this essay. What looks like knowledge inside one of these systems is compressed pattern. It is closer to an extraordinarily sophisticated autocomplete than to a scientist.

The Thing a Model Can't Do: Catch a Liar

Here is the capacity I find most clarifying, because it exposes the deepest mismatch between how we reason and how these systems do.

When a human source is caught lying — when a company buries a trial result, when an official misrepresents what they knew — we don't just file away that one lie. We re-weight the source globally. We discount what they say about the next drug, the adjacent topic, the whole category. That single act of moral and epistemic distrust is central to how people navigate a world full of motivated actors.

A language model has no native version of this. It does not keep a ledger of who has been honest. It aggregates by frequency, which means a prolific liar doesn't get discounted — he gets amplified. Feed the training distribution enough polished, repeated, well-produced messaging, and that messaging becomes a more probable output, not less, no matter how false it is. There is early research on detecting deception inside models, but it's fragile and far from how these systems work.

It's worth seeing that this is a mirror of something in us. Psychologists call it the illusory truth effect: repetition alone increases how true a statement feels, regardless of whether it is true. The model's frequency-weighting is that human failing mechanized. The difference is that a person also carries the corrective the model lacks: notice the bad faith, then re-weight the source. We have the disease and a partial cure. The model, built from us, inherited only the disease.

Follow that to its conclusion and you arrive at something unsettling: a frequency-weighted system is most distorted precisely where a narrative is best funded, most polished, and most often repeated. The stories a society defends most heavily are the very ones such a system is least able to see past. That is close to the opposite of what we'd want from anything we're tempted to call a truth machine. And it forces a correction on the whole way we talk about these tools. Because they are assembled out of human reasoning, they do not stand outside our biases and check them; they distill and concentrate them. The common hope, that an AI will be more objective than we are, has the mechanism backward.

Two Ways These Systems Misrepresent Themselves

The first is the voice. Models speak as "I" and "we." "I think," "we should," "as we understand it." Taken as a stylistic choice, it misattributes authorship: there is no "we," only a statistical model, a company, and a product. But it goes further than a misnamed author. The "we" is a claim of membership. "We" places the machine inside the human circle, on our side, sharing our stakes and our project. And membership is exactly what earns insider trust; we extend a different kind of credence to one of us than to a tool. So the word smuggles in a belonging the system does not have: no skin in the game, no exposure to the consequences, no place in the "we" of people who will have to live with being wrong. It doesn't merely describe, it affiliates. Set the readable, confident fluency on top of that (and these systems speak more clearly and confidently than most people we know), and the impression of a trustworthy fellow human is nearly complete. The fix is not to strip the voice; a maximally hedged model is one no one would use. It's to break the link between sounding like one of us and being owed the trust we would naturally extend to each other.

The second is the posture toward fact. Models tend to state things in a flat, declarative, expert tone, with no signal of uncertainty, no indication that a claim is contested, no marker of where the evidence thins out. Legal scholars have begun asking whether the companies behind these systems have a duty to avoid what's been called "careless speech," i.e., plausible, confident output that quietly degrades public knowledge because it's wrong often enough to matter and smooth enough to be believed. I'd put it more bluntly: it is itself a form of misinformation for a large language model to present itself as something that can discern what is true.

The Irony at The Center of All This

There's a conclusion here I can't get past. The same systems increasingly positioned as guardians against "misinformation" are built atop an unresolved inability to track truth, and the definitions of misinformation they enforce are frequently inherited from institutions with long, documented histories of distortion and capture. This means we have handed the job of deciding which questions are too dangerous to ask to some of the actors with the worst records of being wrong, and then wired those decisions into machines that deliver them in the calm, even voice of objectivity.

In the terms I laid out earlier, the failure is specific. The problem is not that these systems reflect a consensus. The problem is that the guardrails tend to shrink the hypothesis space — to forbid the disagreeable question — rather than improve the quality of the contest. This is tribal reflex, or even propaganda, dressed up as safety.

Let me give the other side its due. The guardrails are not purely about institutional capture. A model that confidently emits a convincing falsehood does it at a scale and consistency no lone crank can match, and that asymmetry is a real reason for caution. It isn't a small point. But the answer to it is not to ban the question. The answer is to apply the same approach we use in human inquiry: constraints on process, not on the hypothesis space. Make the uncertainty visible. Show the contest. Cite the sources. Let the weak claim be made and then defeated in the open. Caution belongs in how a claim is handled, not in a list of claims that may not be examined.

Beneath much of this is something more mundane than either capture or caution, and it closes the loop with where we began. When people quote the machine as authority, its sentences get treated as the AI company's own claims about the world, and a company answerable for every sentence will fence off whole topics defensively. A large share of what presents itself as principled defense against misinformation is, at bottom, liability management. The misrepresentation manufactures the very liability that drives the censorship. Which means that the pretense of truth-telling and the over-guarding are not separate failures. They are two sides of the same coin.

What These Tools Are Good For

I don't want any of this to be read as a refusal of the value of LLMs. I use these systems constantly, and they are remarkable. The point is to use them as what they are.

They are argument engines: ask for the strongest case for and against a claim, not for a verdict. They are synthesis tools: have them summarize the literature, map the positions, surface the open questions — then check the sources yourself. And they are instruments of pluralism: query several models, from different companies with different training and different incentives, and treat the places where they diverge as data about the information ecosystem rather than noise. Where two systems disagree, you've usually found a seam worth examining.

A more honest design by AI companies would help, although my Law of Inevitable Exploitation would argue that they are unlikely to do anything that would reduce usage or commercial advantage. But these would make LLMs much better: drop the implied authority, even while keeping the readable voice, and make uncertainty and provenance visible by default — this is the consensus, here is the minority view, here is where the evidence is thin. And it's worth being candid that this is hard: models are often miscalibrated, their confidence poorly matched to their accuracy, so "just signal uncertainty" is easier to demand than to deliver. That difficulty is a reason for humility from the people building these tools — not a license to keep performing a certainty they haven't earned.

For the People on The Front Line

If you teach, run a library, or report, you are about to spend years deciding how these tools enter other people's thinking. A few things I'd hold to.

Treat every output as a claim to be interrogated, not an answer to be accepted. Teach the three questions that do most of the work: What is this answer assuming? What might be missing or quietly left out? Whose incentives are encoded in its framing? And push, always, toward triangulation — multiple models, primary sources, your own judgment — rather than reliance on any single system's voice.

Which brings me back to the pasted-in LLM quote offered as proof. The habit to unlearn, in ourselves and in the people we teach, is the reflex to treat "the AI said so" as the end of an argument. It is the beginning of one, at most. If we care about misinformation, we have to start by being honest about what these systems are: powerful tools for generating and organizing language, not machines that can see the world and decree what is true.

New Workshop: "10 Great Ways to Use AI for Library Programming"

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10 Great Ways to Use AI for Library Programming
A Library 2.0 AI Workshop with Crystal Trice

OVERVIEW

Library programming is one of the most joyful parts of library work, and one of the most exhausting. The same staff member who lights up while running a packed storytime may also be the one figuring out, between desk shifts and short staffing, how to plan what's coming next and whether there's time to actually do it well.

This workshop offers ten responses to that pressure. Rather than treating AI as a magic shortcut or a threat to creativity, this session positions AI as a thoughtful collaborator that supports, but never replaces, your professional judgment, across the full arc of programming work. Participants will see real examples, work through hands-on exercises, and walk away with concrete strategies they can use the next day.

The workshop is grounded in a simple belief: AI should make space for the parts of programming librarians genuinely love, not replace them. Brainstorming with a chatbot can free up hours for the in-person conversations that actually shape a community. A well-prompted draft of a program proposal can get a great idea past a hesitant supervisor. A few minutes spent generating discussion questions can make a book club spark the kind of conversation people actually remember. The goal is not to do more with less, but to spend your time on the things that matter most.

LEARNING OBJECTIVES:

  • Apply ten specific AI collaboration strategies across the full programming lifecycle, from microsurveys and proposals through planning, marketing, day-of facilitation, and evaluation
  • Evaluate when AI collaboration genuinely strengthens a programming task and when traditional methods better serve the community
  • Implement prompting and verification techniques that protect library voice, accuracy, and authentic community connection
  • Adapt AI-generated content for the specific audiences, formats, and values of their own library

ACTIONABLE WORKSHOP ELEMENTS:

Over 90 minutes, participants will move through ten focused applications, each paired with a brief hands-on exercise or live demonstration:

  • Microsurveys: design and analysis – Draft a one-question microsurvey to surface what your community actually wants, then use AI to spot patterns across the responses you get back.
  • Program proposals and pitches – Build a short, persuasive proposal that gets a hesitant supervisor or funder to say yes.
  • Brainstorming fresh ideas – Use AI as a brainstorm partner to break out of the rut of running the same program for the fifth year in a row.
  • Step-by-step planning – Turn an overwhelming program into a clean task list using planning tools built for neurodivergent and time-strapped brains.
  • The details that slip through the cracks – Draft accessibility statements, presenter agreements, welcoming remarks, and the small pieces that make a program feel cared for.
  • Marketing copy with library voice – Generate promotional copy across multiple formats without losing the warmth that makes your library yours.
  • Marketing images, used with care – Explore AI image generation alongside the ethical questions every public library is currently working through.
  • Discussion questions and activity prompts – Generate the day-of content that turns a program from a presentation into a conversation.
  • Designing a program about AI – Use AI to design a simple, ready-to-run program that teaches your patrons about AI itself.
  • Measuring success – Use AI to make sense of program feedback and evaluation data so future programs land even better.

The recording and presentation slides will be available to all who register.

DATE: Friday, June 26th, 2026, 2:00 pm to 3:30 pm US - Eastern Time

COST:

  • $129/person - includes live attendance, anytime access to the recording and presentation slides, and a participation certificate. To arrange group discounts (see below), to submit a purchase order, or for any registration difficulties or questions, email admin@library20.com.

TO REGISTER: 

Click HERE to register and pay. You can pay by credit card. You will receive an email within a day with information on how to attend the webinar live and how you can access the permanent webinar recording. If you are paying for someone else to attend, you'll be prompted to send an email to admin@library20.com with the name and email address of the actual attendee.

If you need to be invoiced or pay by check, if you have any trouble registering for a webinar, or if you have any questions, please email admin@library20.com.

NOTE: please check your spam folder if you don't receive your confirmation email within a day.

SPECIAL GROUP RATES (email admin@library20.com to arrange):

  • Multiple individual log-ins and access from the same organization paid together: $99 each for 3+ registrations, $75 each for 5+ registrations. Unlimited and non-expiring access for those log-ins.
  • The ability to show the webinar (live or recorded) to a group located in the same physical location or in the same virtual meeting from one log-in: $399.
  • Large-scale institutional access for viewing with individual login capability: $599 (hosted either at Learning Revolution or in Niche Academy). Unlimited and non-expiring access for those log-ins.

ALL-ACCESS PASSES: This webinar is not a part of the Safe Library All-Access program.

12435796494?profile=RESIZE_180x180CRYSTAL TRICE

With over two decades of experience in libraries and education, Crystal Trice is passionate about helping people work together more effectively in transformative, but practical ways. As founder of Scissors & Glue, LLC, Crystal partners with libraries and schools to bring positive changes through interactive training and hands-on workshops. She is a Certified Scrum Master and has completed a Masters Degree in Library & Information Science, and a Bachelor’s Degree in Elementary Education and Psychology. She is a frequent national presenter on topics ranging from project management to conflict resolution to artificial intelligence. She currently resides near Portland, Oregon, with her extraordinary husband, fuzzy cows, goofy geese, and noisy chickens. Crystal enjoys fine-tip Sharpies, multi-colored Flair pens, blue painters tape, and as many sticky notes as she can get her hands on.

 

 

OTHER UPCOMING EVENTS:

 June 4, 2026

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 June 26, 2026

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Monday, June 01, 2026

Manufacturing Dissent

The reasoning we most need is the reasoning our institutions are built to remove.

Start with the thing we get backward. We treat intelligence as an individual possession aimed at truth, that is, the smart person as a better truth-detector, the lone genius who sees what the crowd missed. It is a flattering story, and it is mostly wrong. Human reasoning likely did not evolve to make a single mind accurate. It evolved to work through the friction between independent minds — by argument, each person pressing their own side, the collision between sides doing the sorting. This is the opposite of what we usually mean by working together. Cooperation tends to erase the differences between minds; this depends on preserving them. The value is not in the agreement people reach, but in the resistance they put up on the way. The individual was never meant to be the whole reasoner. They were meant to be a component: a carrier of one position, one bias, one angle of attack. Truth-tracking, when it happens at all, is a property that emerges between minds in structured conflict. It does not reside inside any one of them.

This is not a fringe claim. It is where several independent lines of inquiry quietly converge — the study of argument, of the social brain, of how cognition is distributed across people and tools, of how markets compute what no planner could. When that many disciplines back into the same wall, the wall is real. And we have the historical record to match: across centuries and cultures, humans keep building the same kind of machine: the council, the jury, the adversarial court, the parliament, peer review. We build them because the lone mind keeps failing to reach truth on its own, and some part of us has always known it.

The Athenians were honest about it. They filled their Council of Five Hundred and their juries of hundreds by lot (at random, called sortition) precisely so that no faction could capture the room. They understood something we have since forgotten: that the worth of the group was its unsorted diversity, and that the surest way to ruin collective judgment was to let a single interest decide who got to be in it. William F. Buckley pointed at the same truth centuries later when he said he would sooner be governed by the first couple thousand names in the Boston phone book than by the entire faculty of Harvard. The line lands because it is true: the phone book is heterogeneous because it is unfiltered, and the faculty is a coalition because it is selected. A room full of the credentialed is a room sorted toward one shared way of seeing, which is exactly the room least able to catch its own error.

Now bring it down to where you live. An organization is a machine for manufacturing consent. That is not an accusation; it is the job. Coordination is the whole point: get a few hundred people pointed in the same direction, and you can do what no individual could. The agreement is the asset. But the same machinery that produces the agreement quietly destroys the one thing that keeps agreement honest.

A group only out-thinks its smartest member when opposing views actually collide. That collision is error-detection — the disagreement is what catches the flaw before it becomes the strategy everyone loved and nobody survived. Dissent is not humility or good manners. It is infrastructure. It is the part of the system that notices the wall before you hit it. And it is exactly what the structure strips out.

It gets stripped at both ends. At entry, we hire and promote for fit (people already sorted toward the same instincts, the same training, the same priors) and we call it culture. We assemble the Harvard faculty and congratulate ourselves on the caliber. At exit, the person who says the uncomfortable thing pays for it: sidelined, outvoted, or gone. The cost of dissent lands entirely on the dissenter; the benefit, if it ever arrives, is spread thin across everyone and shows up late. So dissent is permanently underpriced, and underpriced things disappear. None of this requires a villain. It is gravity, not malice. The very power that makes a coordinated group effective is what burns off the friction that would keep it honest. 

What is left is consensus: smooth, confident, unearned. And here is the trap. We read the smoothness as proof. We mistake the absence of contradiction for the presence of truth. The quietest meetings feel like the soundest ones; in fact, they are often the ones where dissent has already been lost.

And in our present moment, that absence is no longer left to gravity. We have added enforcement. Across the political and cultural spectrum, dissent is increasingly policed: punished in real time with social, professional, and reputational costs, treated not as error detection but as heresy. And those doing this see themselves as virtuous. This is a third mechanism layered on top of the filter at entry and the expulsion at exit, and it is the most powerful of the three, because it almost never has to fire. The visible punishment of a few teaches everyone else to go quiet. People stop reporting what they actually see and begin performing what is safe to say.

That corrupts the one signal the whole system runs on. When dissent is policed, silence is no longer evidence of agreement; it is evidence of fear, and the consensus you can observe becomes the least trustworthy kind, because the people who disagree have simply learned not to say so. We were already prone to mistaking the absence of contradiction for the presence of truth; enforcement deliberately manufactures that absence. The room is quietest precisely where speaking has been made most expensive, and every coalition, including our own, mistakes the silence it has produced for a mandate it has earned.

This is why the problem cannot be solved in an organization by asking. "Speak up, my door is always open" is a request the structure has already answered, because the people willing to speak up are the ones it selected against. You cannot exhort a blind spot away. The Athenians knew this, too: they did not ask citizens to deliberate diversely and hope for the best. They built the diversity in, by lot, as a procedure that did not depend on anyone being brave.

That is the whole move. Every durable truth-producing institution we admire — the jury, the scientific community, the separation of powers — is a deliberate reconstruction of something our ancestors got for free. In a band of fifty people, you argued things out with the people you were stuck with; there was no hiring filter and no exit, so the unsorted collision happened by default. This is the argument: the mechanism for group intelligence evolved to leverage the different perspectives of imperfect individual minds. But modern scale and selection destroy this. So civilization's best reasoning institutions are now those that, by design and against constant drift, manufacture the aggregate reasoning we were built to do but can no longer do automatically. Manufacturing dissent is not a management tactic. It is the name for the thing we learned to do as civilized people.

Which tells you exactly how you could actually do it inside an organization, because the prescription should be architecture, not virtue. You do not need braver people or more open minds. You could make disagreement a role rather than a personality, assigned, rotated, and expected. This week it is someone's job, and next week it is yours, and no one pays a coalitional price for doing it. That is sortition brought indoors. You need to capture each person's real read before the room converges, while the private signal still exists, instead of after social proof has flattened everyone into the same nod. And you need to treat the resulting friction as the valued path, not as disloyalty.

There is a quieter implication for anyone who teaches. If reasoning is the friction between independent minds, then the deepest purpose of education was never to produce agreement but to produce independence. Schooling that rewards conformity manufactures exactly the correlated, agreeable minds that collective reasoning cannot use. To learn is not to learn to fit in; it is to come away with a mind of one's own.

The argument comes down to this. Consent is the default output of every organization, and dissent is the thing you have to build against the grain. Intelligence was never the property of a single mind, but the friction between independent ones, and we have forgotten how to keep them independent long enough to let them collide. The moment everyone in the room agrees is not the moment you have gotten it right. It is the moment you have lost the pathway to truth.


A note on the title. The title inverts Herman and Chomsky's Manufacturing Consent. The phrase can also be read a second way — manufacturing dissent as a control tactic: engineering fake opposition, herding people into managed camps that fight each other rather than testing the structure they share. That reading is even faithful to Chomsky, whose observation that power narrows the spectrum of acceptable opinion while permitting lively debate within it describes precisely such bounded, managed dissent. It is not what I mean here. That version is not the opposite of suppressing dissent; it is a subtler form of it, where the conflict is the product, not the correction. I mean the reverse: dissent built to feed back into better decisions. I'm describing our intellectual immune system; the other might be called an actual attack on us.