How Associations Can Embrace Automation While Strengthening Human Connection

Associations have always existed to foster genuine human connections, advance shared knowledge through collaboration, and build communities around common purpose. As artificial intelligence reshapes how organizations operate, association leaders face a pressing question: Can they harness AI’s efficiency without undermining the relationships that define their mission?

The answer lies in the strategic deployment of AI to amplify what makes associations most valuable — their ability to connect, educate, and empower their members through meaningful relationships.

Starting With Problems, Not Possibilities

For many organizations, the allure of AI begins with its seemingly limitless potential. But successful association leaders are taking a more intentional approach, focusing on solving specific operational challenges as opposed to rolling out AI tools with no real direction or guidance.

Thad M. Lurie, AAiP, CIP, CAE, senior vice president of digital and technology at the American Geophysical Union (AGU), emphasizes the importance of problem-first thinking.

“What problem are you trying to solve? Be specific with identifying the issue where you’re looking for a solution, and be clear about your desired outcome,” he says.

This focused approach led AGU to develop an innovative solution for one of its publication team’s persistent challenges: identifying qualified peer reviewers for their 25 journals, which publish nearly 8,000 articles annually. The organization built an internal AI-powered search tool that matches potential reviewers to manuscripts based on expertise and research history.

“AI in this case is also diversity and inclusion positive because it creates matches only based on research and expertise,” Lurie notes.

Alexandra Mouw, CAE, chair of ASAE’s Technology Professionals Advisory Council, also advocates for this way of thinking.

“Instead of asking, ‘How can I use AI in this process?’ Reverse it: ‘What processes do I have that are time consuming and could AI help me with?’” she says. This approach helps associations identify where automation can eliminate repetitive tasks and free up human capacity for higher-value interactions.

The strategy appears to be working. Mouw observes that “AI is improving the efficiency of teams, reducing grunt work and taking over the stuff teams hate. It’s giving them more time to be human.”

The Democratization of Technology

One of the most significant shifts AI brings to associations is the democratization of technology capabilities. Historically, sophisticated technological solutions required dedicated IT staff and substantial budgets — resources that many smaller associations don’t possess. AI is changing that.

“AI today is low code/no code for small staff associations that may not have dedicated tech resources. They don’t need to be coders. It changes who has access. It lowers the technology bar,” Mouw says.

This accessibility is particularly crucial for the association sector, where organizations often operate with lean staffs and tight budgets.

Lurie agrees that there’s great potential with AI for small staff associations. “Generally, associations are at the precipice. We’re still starting the conversation and putting the right people in the place to have them. So how do we continue to enable smaller associations because they’re the ones who can benefit the most?”

Meredith Ellison, DBA, CAE, executive director of the Association for the Advancement of Artificial Intelligence, understands this challenge intimately. “We have a large scientific membership from around the world, but we only have six staff members. Any time we can create efficiencies and automation frees us up to work with members and make their experience better is necessary,” she says.

However, Ellison also brings a note of realism to the conversation, pointing to MIT Media Lab research showing that 95 percent of AI pilots fail. “The current tools are efficiency builders, but they’re not game changers yet. AI is not a panacea to your association’s or your industry’s problems,” she cautions.

Preserving the Human Element

Despite the efficiency gains AI can provide, association leaders remain adamant that technology cannot replace the fundamental human connections that drive their organizations’ value propositions. This conviction shapes how they approach AI implementation, ensuring that automation enhances rather than replaces human interaction.

Her perspective reflects a broader understanding within the association community that their core mission — bringing people together around shared interests and challenges — remains inherently human. This philosophy extends to how associations think about member engagement and professional development.

Ellison notes that her organization prioritizes sessions at their conference on effective communication and strengthening emotional intelligence.

“In addition to the technical and scientific content at our conference, we also offer sessions on communicating effectively. It is a priority for us to keep putting that into our programs for members and finding coaches that can upskill for EQ. That’s where young professionals can be at a disadvantage and need to learn those skills.”

The goal is to use AI strategically to handle routine inquiries and administrative tasks, thereby freeing up human staff to focus on more complex, relationship-building activities.

As Mouw explains, “If we can reduce 80 percent of the questions that are repetitive and don’t need the human touch, it allows people to focus where they’re needed most.”

Building a Culture of Transparency and Trust

Successfully integrating AI into association operations requires more than just technological implementation. It demands cultural change and transparent communication with both staff and members. Leaders are finding that addressing fears head-on and maintaining clear boundaries around AI use builds stronger buy-in and better outcomes.

Mouw recommends asking three key questions when faced with resistance to AI: What’s the worst thing that can happen? How likely is that? How would we recover? This approach, she says, allows teams to vocalize their fears and think rationally about any situation.

The strategy appears effective in converting skeptics. “Our most skeptical people around AI can be the fiercest champions if given the chance,” Mouw observes. She attributes this transformation to giving people opportunities to experiment with AI tools in low-risk environments where they can experience the benefits firsthand.

Transparency with members proves equally important. “Be clear with members about where you’re communicating through automation and where there’s an opportunity to speak to a human to meet your needs. It’s an opportunity to make our humans more human,” Mouw says.

This transparency extends to helping members understand how associations are evolving their service delivery models. Lurie says he anticipates significant changes in how future members will interact with association content.

“Right now, the conversation should be around early career members and students and how they’re going to interact with the association’s content in the near future,” he says. “They’re not looking for a search bar. They want to ask a question like they do with AI models. How are we getting ready for that?”

Despite these technological shifts, the core mission of associations remains unchanged. As Lurie puts it: “Our values don’t change, our mission doesn’t change, our business doesn’t necessarily change. We’re still connecting people. The tools we use, the applications we use, and the technology we use will allow associations to do that in new and different ways.”

While AI’s potential to improve operational efficiency is clear, associations can’t lose sight of the human connections that make associations valuable.

“Associations need to be taking advantage of these tools,” Ellison says. “The time to dip your toe in the water is long past.”