Luc Albrecht
Think clearly. Decide wisely. Act with confidence.
Consulting | Workshops | Keynotes
for Critical Thinking, Decision Architecture, Information Literacy and clear Communication
Luc Albrecht, PhD
Hi, I'm Luc
I work at the intersection of thinking, decision making and behaviour, and I believe that clear thinking is the most important skill in a complex world. It shapes how we interpret the world around us, how we learn and the choices we make.
During my doctoral research I examined how thinking processes operate, where biases emerge and what is needed to make decisions clearer and more stable. Today I apply this knowledge by creating structures that reduce complexity and make thinking more tangible.
I help people sharpen their thinking, reduce cognitive noise and make decisions that truly hold, both at work and in life.
Think clearly. Decide wisely. Reach your goals.
Structures create results
Even moderate improvements in decision-making and coordination processes lead to measurable efficiency gains.
Meetings ↓ · Decisions ↑ · Risk ↓ · Friction ↓ · Safety ↑ · Turnover ↓
Reduced meeting and coordination overhead
Accelerated decision-making
Reduced risk of costly misjudgements
Reduced friction and rework in collaboration and execution
Increased psychological safety
Lower employee turnover
Clear Thinking Creates Clarity in Action
In a complex world it takes precision in thinking, reflective processes and decisions that truly stand.
Critical Thinking
Critical, analytical and creative thinking have ranked among the most important global core competencies for years and will remain the top priority in 2026 according to recent labour market analyses. These capabilities enables teams to frame problems with precision, question assumptions and reduce cognitive biases. Ambiguity is not only recognised but transformed into actionable options.
For organisations this means clearer, faster and more consistent decisions. Research shows that targeted training in critical thinking strategies reduces systematic thinking errors and measurably improves the quality of complex decisions. In dynamic, AI-driven environments critical thinking becomes a genuine performance factor and a distinct competitive advantage.
In short: Better thinking leads to better outcomes.
(Carucci, 2024; Marr, 2022; World Economic Forum, 2025; Morewedge et al., 2015; Larrick & Feiler, 2015)
Decision Making
High decision quality arises from structure rather than intuition. Organisations that standardise options, evidence and evaluation criteria make decisions that are faster, more consistent and require less rework. This reduces operational friction and closes the gap between knowledge and execution, an effect that becomes especially critical under time pressure.
Empirical research shows that structured decision processes significantly improve the coherence, speed and likelihood of success of strategic decisions. Against the backdrop of World Economic Forum projections that around 39 per cent of core competencies will shift by 2030, clear decision protocols provide a stable foundation for quality in uncertain environments.
(Knight et al., 2008; World Economic Forum, 2025; Young, 2023; Dean & Sharfman, 1996; Midtgård & Selart, 2025)
Communication
Effective communication is the vital link between thinking, decision making and execution. It shapes how information is interpreted, how teams collaborate and how quickly organisations can respond to change. Research shows that clear and structured communication improves the quality of collaboration, reduces misunderstanding and measurably enhances team performance.
For organisations this is crucial. High-quality communication not only increases efficiency and coordination but also strengthens trust, motivation and psychological safety. These factors determine whether people share ideas, address mistakes early and take ownership. Teams with strong communication practices make more consistent decisions, reduce friction and respond more effectively to external demands.
Evidence also shows that miscommunication creates direct business costs because work is duplicated, decisions are delayed or conflicts escalate. Communication is therefore not a soft skill but a central driver of productivity and organisational culture.
In short: Clear communication creates clear action.
(Costa et al., 2001; Edmondson, 1999; Grossman, 2011, Katebi et al., 2024; Mesmer-Magnus & DeChurch, 2009; Tourish & Robson, 2006)
Working with AI
Artificial intelligence accelerates workflows but does not replace human judgement. Research on reasoning models shows that their accuracy declines significantly as problem complexity increases. At the same time, studies indicate the risk of cognitive debt when AI is used without reflection: decisions appear faster at first yet become more vulnerable to bias transfer, automation errors and uncritical trust
Teams that consciously integrate human thinking into AI-supported processes make decisions that are demonstrably more robust and consistent. This is where the real value of AI lies. It scales speed, while humans safeguard quality.
As employers worldwide expect strong growth in AI and big data skills, reflective decision-making becomes a core requirement for responsible and effective AI use.
(Carucci, 2024; Shojaee et al., 2025; Kosmyna et al., 2025; Theodorakopoulos et al., 2025; Milkman et al., 2009)
Information Literacy
In a world where information is permanently available, it is not the volume of data that matters but the ability to assess its quality. Information literacy involves systematically evaluating expertise, evidence and sources in order to reduce misconceptions and misinformation. Research shows that epistemic knowledge, meaning an understanding of how knowledge is generated, measurably improves people’s ability to identify misleading everyday claims.
For organisations this is crucial. Misinformation leads to poor decisions, unnecessary costs, reputational risks and avoidable conflict. Well-developed information literacy enhances the precision of professional decision making and strengthens the cognitive resilience of teams in data-rich working environments.
(Sharon & Baram-Tsabari, 2020; Feierabend et al., 2022; OECD, 2019; Berthet, 2022; Lilienfeld et al., 2009)
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Berthet, V. (2022). The Impact of Cognitive Biases on Professionals’ Decision-Making: A Review of Four Occupational Areas. Frontiers in Psychology, 12, 802439. https://doi.org/10.3389/fpsyg.2021.802439
Carucci, R. (2024, Februar 6). In The Age Of AI, Critical Thinking Is More Needed Than Ever. Forbes. https://www.forbes.com/sites/roncarucci/2024/02/06/in-the-age-of-ai-critical-thinking-is-more-needed-than-ever/
Costa, A. C., Roe, R. A., & Taillieu, T. (2001). Trust within teams: The relation with performance effectiveness. European Journal of Work and Organizational Psychology, 10(3), 225–244. https://doi.org/10.1080/13594320143000654
Dean, J. W., & Scharfman, M. P. (1996). Does Decision Process Matter? A Study of Strategic Decision-Making Effectiveness. Academy of Management Journal, 39(2), 368–396.
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Feierabend, S., Rathgeb, T., Kheredmand, H., & Glöckler, S. (2022). JIM-Studie 2022: Jugend, Information, Medien. Basisuntersuchungen zum Medienumgang 12- bis 19-Jähriger. Medienpädagogischer Forschungsverbund Südwest (MPFS). https://www.mpfs.de/fileadmin/files/Studien/JIM/2022/JIM_2022_Web_final.pdf;
Grossman, D. (2011, Juli 17). The Cost Of Poor Communications. Holmes Report. https://www.provokemedia.com/latest/article/the-cost-of-poor-communications
Katebi, A., Saheli, A. M., Aghaei, H., & Ahmadi, Q. (2024). Meta-Analysis of Communication and Organizational Performance: Moderating Effects of Research Subject, Country and Year of Publication. Journal of System Management (JSM), 10(1), 33–48. https://doi.org/10.30495/JSM.2023.1981650.1789
Knight, A. T., Cowling, R. M., Rouget, M., Balmford, A., Lombard, A. T., & Campbell, B. M. (2008). Knowing but not doing: Selecting priority conservation areas and the research-implementation gap. Conservation biology : the journal of the Society for Conservation Biology, 22(3), 610–617. https://doi.org/10.1111/j.1523-1739.2008.00914.x
Kosmyna, N., Hauptmann, E., Yuan, Y. T., Situ, J., Liao, X.-H., Beresnitzky, A. V., Braunstein, I., & Maes, P. (2025). Your Brain on ChatGPT: Accumulation of Cognitive Debt when Using an AI Assistant for Essay Writing Task (No. arXiv:2506.08872). arXiv. https://doi.org/10.48550/arXiv.2506.08872
Larrick, R. P., & Feiler, D. C. (2015). Expertise in Decision Making. In G. Keren & G. Wu (Hrsg.), The Wiley Blackwell Handbook of Judgment and Decision Making (1. Aufl., S. 696–721). Wiley. https://doi.org/10.1002/9781118468333.ch24
Lilienfeld, S. O., Ammirati, R., & Landfield, K. (2009). Giving Debiasing Away: Can Psychological Research on Correcting Cognitive Errors Promote Human Welfare? Perspectives on Psychological Science, 4(4), 390–398. https://doi.org/10.1111/j.1745-6924.2009.01144.x
Marr, B. (2023, Februar 14). The Top 10 In-Demand Skills For 2030. Forbes. https://www.forbes.com/sites/bernardmarr/2022/08/22/the-top-10-most-in-demand-skills-for-the-next-10-years/
Mesmer-Magnus, J. R., & DeChurch, L. A. (2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94(2), 535–546. https://doi.org/10.1037/a0013773
Midtgård, K., & Selart, M. (2025). Cognitive Biases in Strategic Decision-Making. Administrative Sciences, 15(6), 227. https://doi.org/10.3390/admsci15060227
Milkman, K. L., Chugh, D., & Bazerman, M. H. (2009). How Can Decision Making Be Improved? Perspectives on Psychological Science, 4(4), 379–383. https://doi.org/10.1111/j.1745-6924.2009.01142.x
Morewedge, C. K., Yoon, H., Scopelliti, I., Symborski, C. W., Korris, J. H., & Kassam, K. S. (2015). Debiasing Decisions: Improved Decision Making With a Single Training Intervention. Policy Insights from the Behavioral and Brain Sciences, 2(1), 129–140. https://doi.org/10.1177/2372732215600886
Sharon, A. J., & Baram‐Tsabari, A. (2020). Can science literacy help individuals identify misinformation in everyday life? Science Education, 104(5), 873–894. https://doi.org/10.1002/sce.21581
Shojaee, P., Mirzadeh, I., Alizadeh, K., Horton, M., Bengio, S., & Farajtabar, M. (2025). The Illusion of Thinking: Understanding the Strengths and Limitations of Reasoning Models via the Lens of Problem Complexity (No. arXiv:2506.06941). arXiv. https://doi.org/10.48550/arXiv.2506.06941
Theodorakopoulos, L., Theodoropoulou, A., & Halkiopoulos, C. (2025). Cognitive Bias Mitigation in Executive Decision-Making: A Data-Driven Approach Integrating Big Data Analytics, AI, and Explainable Systems. Electronics, 14(19), 3930. https://doi.org/10.3390/electronics14193930
Tourish, D., & Robson, P. (2006). Sensemaking and the Distortion of Critical Upward Communication in Organizations. Journal of Management Studies, 43(4), 711–730. https://doi.org/10.1111/j.1467-6486.2006.00608.x
Organisation for Economic Co-operation and Development. (2019). OECD Future of Education and Skills 2030—Conceptual learning framework—TRANSFORMATIVE COMPETENCIES FOR 2030. OECD. https://www.oecd.org/content/dam/oecd/en/about/projects/edu/education-2040/concept-notes/Transformative_Competencies_for_2030_concept_note.pdf
World Economic Forum. (2025). Future of Jobs Report 2025—Insight Report. World Economic Forum. https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf
Young, R. (2023, August 28). The Power Of Critical Thinking: Enhancing Decision-Making And Problem-Solving. Forbes. https://www.forbes.com/councils/forbescoachescouncil/2023/07/28/enhancing-decision-making-and-problem-solving/
Make Clarity Your Advantage.
Your thinking is your strongest tool. My services help you train it systematically, reduce blind spots and turn knowledge into effective action.
Whether you are focused on personal growth, team leadership or organisational development, here you will find clear pathways to better thinking and more reliable decisions.
Services
Individuals
One-to-one sessions that help you organise your thinking and make more reliable decisions.
You learn to identify mental patterns, reduce biases and stay clear under pressure.
This strengthens personal development, decision capability and professional success.
Teams
Programmes that make decision processes within teams more precise and more reliable.
We identify blind spots, create shared standards and translate analysis into clear decisions and consistent execution.
This leads to shorter decision paths, greater commitment and measurably better collaboration.
Organisations
Strategic consulting that refines your organisation’s decision-making processes. Together, we design systems that reduce cognitive pitfalls, create clarity and drive sustainable success.
These interventions lead to quicker decisions, reduced rework, more psychological safety and stronger strategic coherence across teams.
Keynotes
Keynotes that make scientific insights accessible and provide practical, actionable impulses.
I combine storytelling with clear models to strengthen critical thinking, reflection and decision awareness.
This creates clarity, motivation and noticeable change.
Latest Thinking
The newest articles from my blog.
