Stu Sjouwerman is co-founder and CEO of ReadingMinds, a pioneering AI-moderated interview platform for conducting sentiment analysis.gettyOne of the most powerful aspects of AI is the ability for agents to learn and, presumably, to improve over time. In the early years of agentic AI, agents operated session by session. They completed a task and then started from scratch with the next task. What they learned from previous tasks wasn’t carried over. That’s no longer the case.For example, new persistent memory capabilities were unlocked in ChatGPT. Microsoft embedded memory straight into Copilot. All of this sounds good and valuable, and it can be. But it can also create the potential for hiccups that can diminish the value of these tools and potentially impact performance and brand value.Interpretation Vs. FactsAlthough we have a tendency to think that AI agents can actually think like us, they don’t at all. For instance, when AI agents refer back to customer interactions, they are not quoting a transcript directly. Rather, they are relying on an interpretation of what the technology thinks it recognizes. There's a crucial difference that could be dangerous.Let me show you what this looks like in a common interaction with a customer.A B2B software company contacts you during its early-stage research for possible product solution(s). Let us say that during an interaction, a prospect hesitates before responding to a question related to timing. The agent interprets that as low urgency, and this conclusion is logged. That stored impression is then fed into all future interactions and interpretations.In this instance, bear in mind that the prospect might have paused because the internal budget process was shifting or had changed. They were interested, but they didn’t have a ready response to the question.However, due to the way the agent learned from this prospect, the lead gets stuck, and the prospect goes on to find a solution elsewhere. The sale is lost.​When Agents Act With Too Much ConfidenceHere’s something that should legitimately cause concern among C-suite executives. AI agents don’t know when they make an incorrect interpretation. They act with unwavering confidence. That’s the nature of how they operate.AI models use confidence scores to drive future actions. For instance, if the model exceeds a given threshold, the agent will proceed without human intervention. While the process is intended to support reasonable governance, in reality, it does not.Confidence scores measure some level of internal coherence and how consistent the model’s reasoning is based on its training and stored content.Here’s what these scores don’t measure: whether the underlying interpretation reflects reality.This is referred to as a calibration problem. It’s the gap between the certainty that a model exhibits and how accurate the interpretation actually is.LLMs have a documented tendency toward overconfidence, expressing high certainty even in situations that turn out to be incorrect. The impacts of this misguided certainty compound across months of customer interactions. You can see how this problem can escalate in large enterprise deployments.A Governance ProblemThis isn’t so much a technical problem as it is a governance problem, which can worsen over time. Like a cascade, a stored misinterpretation can shape the next decision, and the next, and the next. Each decision generates new data, which the agent considers to be a confirmation. The system then becomes progressively more confident. By the time the data are viewed by a human, the pattern looks deceptively coherent because every subsequent step was built on the same flawed interpretation.Envision this same cascade occurring across hundreds of accounts that are connected to your CRM, email and pipeline management. Some single misread that occurred at the beginning of a relationship is perpetuated across every touchpoint that the agent controls.Speed, the main hallmark that makes agentic AI so compelling, suddenly becomes a liability.Agents don’t make singular mistakes. They make multiple mistakes rapidly at scale, and in a blinding way that appears to convey righteousness and competence.A Takeaway For ExecutivesRather than focusing on scale and how much an agent can retain, ask how the agent knows when it has learned something incorrectly. That correction cannot come from within the agent's own reasoning loop. An agent can’t reliably detect its own misinterpretations using the same model that generated them.Validation must come from an external source. What does this mean?It means that in practice, validation must occur at moments when customers are expressing themselves.Perhaps during voice interviews at key points of interaction. Perhaps through well-designed signals, captured prior to agents acting on assumptions stored in memory. Perhaps through a continuous layer designed to flag when a customer’s expressed signals do not match what is coded in the system.These signals don’t replace agent memory but correct it. Memory without correction isn’t intelligence; it’s what you call a bias. In customer-facing workflows, bias compounds.What matters most isn’t deploying the most capable agents. It’s putting the right architecture in place to ensure that those agents remain honest and accurate. ​Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?