AI-Assisted Goal Setting Improves Goal Progress Through Social Accountability

As large language models (LLMs) increasingly shape how users form, refine, and extend their goals, attributing contributions in human-AI collaboration becomes critical for users calibrating their own reliance and for evaluators assessing AI-assisted work. Yet existing methods focus on final artifacts, missing the process through which goals themselves are jointly shaped. We introduce a goal-level attribution framework, CoTrace, that decomposes explicit goals into verifiable requirements and traces both direct contributions and indirect influences across dialogue turns. Applying CoTrace to 638 real-world collaboration logs, we find that while models account for only 11-26% of goal-shaping contribution, they contribute substantially more on introducing lower-level concrete requirements, and make various kinds of indirect contributions. Through controlled simulations, we show that interaction design choices significantly affect model goal-shaping behavior. In a user study, exposing participants to goal-level analyses shifts their perceived contributions by nearly 2 points on a 5-point scale, revealing systematic miscalibration in how users understand their own AI-assisted work.

Anticipating LLM behavioral tendencies from low-cost psychometric probes is critical for safe deployment, but only if self-reports (SR) reliably predict behavior. Recent work documented substantial SR-behavior dissociation in LLMs, but relied on broad personality traits (Big 5) that predict specific behaviors weakly, even in humans. Furthermore, the isolation of conversational sessions combined with weak context matching left open whether LLMs truly lack coherence or whether the conditions needed to detect such coherence were not met. We contrast Big 5 with the Theory of Planned Behavior (TPB), which measures intention targeted to a specific behavior and predicts human behavior substantially better than broad traits. We run experiments across four behavioral tasks and 11 frontier LLMs, while also varying session context and identity induction. We find that SR-behavior coherence exists but is selective. 1) Within a shared conversation, the Theory of Planned Behavior reaches human-level coherence; Big 5 does not. 2) Across separate conversations, coherence survives only for behaviors anchored outside the immediate prompt, such as implicit bias shaped by training, and collapses when behavior is strongly primed by context, as with sycophancy. 3) Persona prompting makes self-reports more consistent across conversations, but does not bring behavior into alignment. These findings suggest that coarse personality frameworks, such as Big 5 may not be the best tools for testing deployment behavior. More task- and behavior-specific instruments are needed, and even these must be evaluated across tasks and contexts.

AI agents that communicate on behalf of individuals need to capture how each person actually communicates, yet current approaches either require costly per-person fine-tuning, produce generic outputs from shallow persona descriptions, or optimize preferences without modeling communication style. We present ASPECT (Automated Social Psychometric Evaluation of Communication Traits), a pipeline that directs LLMs to assess constructs from a validated communication scale against behavioral evidence from workplace data, without per-person training. In a case study with 20 participants (1,840 paired item ratings, 600 scenario evaluations), ASPECT-generated profiles achieved moderate alignment with self-assessments, and ASPECT-generated responses were preferred over generic and self-report baselines on aggregate, with substantial variation across individuals and scenarios. During the profile review phase, linked evidence helped participants identify mischaracterizations, recalibrate their own self-ratings, and negotiate context-appropriate representations. We discuss implications for building inspectable, individually scoped communication profiles that let individuals control how agents represent them at work.