Just like in the world of dating, looking desperate is not going to get you anywhere in your job search. When someone sees the glint of desperation in your eye, they question your motives and you lose credibility in an instant. Sure, there is a correlation of number of job applications and number of interviews you land but what if you could get the ratio down to one interview per application? Or even better, how about getting interviews without applying?
Spray'n'pray applications
The old school way of applying for jobs is not really working in today’s economy. Employers are inundated with resumes from hopeful job seekers, sometimes receiving hundreds of applicants for one single position. Employers also tend to get a great deal of open applications that are not related to any particular jobs. This indicates that the applicant is on the desperate side and just wants the employer's brand on their resume.
Recruiters constantly have adverts out for various positions in their field. These adverts will render a number of applications on a daily basis, mainly from candidates adhering to the ‘spray and pray’ methodology. Anyone that sends the same resume and cover letter email to 20 positions in one day will have to be classified as desperate and recruiters run to the hills when they see it.
Simply applying for any job that is out there and even for jobs that aren't out there is not going to be the way forward. All it does is putting the desperate stamp on your resume and yourself.
Someone told me to…
The typical 'expert' advice in a tough market would be to call up the recruiter and/or employer and make sure they read your resume and put you at the top of the pile. In this day and age, this won’t make you stand out and if anything you will only come across as desperate and ascertain your resume goes either to the bottom of the pile or in the trash can. A hiring manager wants enthusiasm from a new employee, not desperation.
But shouldn’t I try all means to get a new job?
Of course you should try everything, but you only get one chance with each company and you want to make it count. Instead of you applying, imagine being headhunted or even contacted direct by a hiring manager. This would put you you in a much stronger bargaining position which you can leverage from, especially if get a job offer.
How to avoid looking desperate
Have high standards and only agree to look at jobs that you really want. An interviewer can spot an opportunist jobseeker a mile away. By only applying for the right roles for you, you will save time and effort for the ones that really count. Furthermore, recruiters and employers will respect your integrity and remember you for the next opportunity they have that is more relevant to your preferences.
Do whatever it takes for the recruiter or employer to contact you instead of vice versa. There are a number of methods to achieving this, one is to get yourself referred to a recruiter via somebody else. Another way is to work away on your personal branding, start getting active online, give talks in your field and raise your profile. Employers and recruiters will be all over you like ducks on a june bug.
Action plan
Take a long-term approach to your career and work on your personal brand today. Start writing blog posts about your industry, zeroing in on a few companies with the help of social networking, get active in online groups and forums, grow your professional and social network, keep a dialogue going with your favorite recruiters, head up industry events, the list goes on and on…
Conclusion
The point I am making is that you want to turn the table and be different to other job seekers. You don’t want to be pushy, if anything you should be pushed into an interview. Just like the dating game, the hard-to-gets seem to get lots of offers and can pick and choose. Avoid looking desperate, keep your high standards and dignity when looking for the next position and I am convinced you will fare better than ever.
Birleşmiş Milletler 1977’de 8 Mart’ı “Dünya Kadın Günü” olarak kabul etti.
Bu özel gün nedeniyle kadınlar din, dil, ırk ayrımı yapılmaksızın "8 Mart Dünya Kadın Günü''nü kutluyorlar. Ancak ülkemizde Cumhuriyetin kuruluşunda Ulu Önder Mustafa KemalAtatürk;
“Daha selametle, daha dürüst olarak yürüyeceğimiz bir yol vardır. Büyük Türk kadınını çalışmalarımızda ortak yapmak, hayatımızı onunla birlikte yürütmek, Türk Kadınını ilmî, ahlakî, içtimaî, iktisadî hayatta erkeğin arkadaşı, yardımcısı yapmak yoludur…”diyerek, o yıllarda kadınımızın hak ettiği yere gelmesi gerektiğini tüm ulusa ilân etmiştir. Ancak, bizler onun işaret ettiği bu konuya gereken özeni gösteremedik. Eğer bunu başarsaydık günümüzde kadın konumu ile ilgili toplantılar, açıkoturumlar düzenlememize gerek kalmayacaktı. Şairin dediği gibi,
“Köyde tarlada, kentte fabrikada çalışır / Hayatın zorluğuna gün geçtikçe alışır /
Sanılmasın ki arzularına hep kavuşur / Hayal perdesinin süsüdür kadınlarımız…”
Öyleyse kadının öğrenme, düşünme, üretebilme, çalışabilme, özgür ve güvenli olabilme yolunda beklediği saygın kimliği zaman geçirmeden kendilerine vermek zorundayız. Yoksa kadına ilişkin sorunlar İranlı yazar Sadık Hidayet’in bir satırında çok güzel ifade ettiği gibi,
ISTANBUL — I should be rejoicing. Dozens of Turkish Army officers and retired generals have been rounded up this past week on suspicion of plotting against the elected government led by the Islamic-inspired A.K. Party.
The 5,000 pages of documents that landed on the doorstep of a small anti-military paper in late January have suggested the officers planned to bomb Istanbul’s historic mosques, shoot down Turkish air forces jets and round up thousands of suspected Islamists in stadiums to provide a pretext for a coup.
Never mind that the military says the plan was a “simulation exercise,” a scenario based on the possibility of internal conflict following the onset of the Iraq war. Turkey’s immensely powerful military has carried out four coups against elected governments in the country’s short history.
While the military has been the major modernizing force in creating a pro-Western secular republic out of the ashes of the Ottoman Empire during the last century, its hard-line interpretation of secularism and its role in politics seem outdated to many Turks today.
So I should be cheering the arrests, celebrating with the far left and the Islamist right that forces of democracy have triumphed.
But somehow I find myself with the larger Turkish public nervously wringing my hands, a mere bystander in what seems to be a power struggle between the military and what the Economist calls “a rising class of overtly pious Anatolians symbolized by the A.K. government.”
Since 2007, we have seen dozens of men in uniform being interrogated, detained and arrested on various coup allegations that range from convincing to far-fetched. Charges and documents have usually been leaked to pro-government newspapers before they made it onto prosecutors’ desks.
In some of these cases — most notably a related case known as Ergenekon, in which about 200 people are already in detention — fact and fiction seem to have blended in such a way that opposition journalists, former generals and organized crime leaders find themselves in the same jail for months for membership in an organization whose existence they were unaware of.
Problems in due process are exacerbated by the widespread use of wiretaps by law enforcement officials. Some 119,000 people — including journalists, generals and judges — have been had their phones tapped over the past three years. Recordings of private conversations sometimes end up on the Web.
So when the military chief of staff, Gen. Ilker Basbug, complains about an “asymmetrical psychological war on the army,” many Turks are sympathetic. (Soon after he said that, a secret recording of his conversation with a group of officers appeared on a pro-government newspaper Web site.)
Don’t get me wrong. Turks are sensible people. We do not want the military meddling in politics, even to fend off Islamic radicalism, thank you. We can do that ourselves at the ballot if necessary.
But we also do not like politicians messing with the nation’s most revered institution. The arrests and wiretaps have certainly tarnished the military’s image as an invincible constant in politics. But the army continues to be by far the most “trusted” institution for Turks, most of whom grow up with the motto “Every Turk is a soldier.”
For all its faults on the domestic scene, the Turkish military — NATO’s second largest after America’s — has been the leading force behind Turkey’s prestige and Western orientation in a lousy neighborhood. The military gave us our freedom in the battle of independence in 1923; it has kept us on the right side of history during the Cold War and fought off Kurdish separatism — albeit often with the wrong methods. A decade ago, the generals made a strategic decision not to stand in the way of Turkey’s advance toward membership in the European Union — a process that involves curbing the army’s own power.
Do the generals need to give up more? Sure. The Turkish military needs to undergo a significant psychological transformation, accepting that stewardship of the secular democracy is best handed over to civic institutions. The generals have to understand that their supremacy in political life is over.
That said, humiliating men in uniform with allegations that at times seem choreographed for a political vendetta do not give me confidence about the path ahead. Unlawful detention and politically motivated trials used to be the methods of the military in its campaign against Islamists and Kurdish nationalists. They are not how a democracy deals with its past.
While fighting the generals, the government is not moving forward on legal reform, a new constitution or freedom of speech. The judiciary, the business world and society seem deeply polarized. The A.K. government’s disdain for its critics and its intimidation of the media hardly make me confident about the next episode in this drama.
Asli Aydintasbas is a columnist for the Turkish daily Milliyet.
More Articles in Opinion »A version of this article appeared in print on March 2, 2010, in The International Herald Tribune.
Turk Ordusu'na Endonezya modeli uygulamaya konuldu.
"Bulent Arinc'a suikast" bahanesiyle Ozel Kuvvetler Komutanligi Ankara Seferberlik Bolge Baskanliginda aramalar yapildi. Boylece Amerika, Turk Ordusu'na karsi Endonezya modelini uygulamaya koydu.
Bu uygulama ile, Turk Ordusu'na yapilan operasyon "psIkolojik savas" asamasindan "eylemli cokertme" asamasina gecmistir."Suikast" sorusturmasina dayanak yapilan ihbar numarasinin 1230606 olusu, ihbarin Amerika'dan yapildigini gosteriyor.
Endonezya modeli nedir?
Gecmis senelerde Amerika "komunizme karsi mucadele" bahanesi ile Endonezya Ozel Kuvvetlerine cesitli kirli operasyonlar yaptirmisti. Amerika, yeterli delil biriktirdikten sonra, bu operasyonlari bire bin katarak Endonezya'daki Amerikanci basin vasitasiyla piyasaya surdu. Endonezya Ordusunun direnci kirildi. Peki Amerika'nin amaci neydi? Endonezya'nin da bir boluculuk sorunu vardi. Dogu Timor'daki boluculer, Endonezya'dan ayrilmak istiyorlardi. Amerika da gayet tabii Dogu Timor boluculerini destekliyordu. Aynen bizde PKK'yi destekledigi gibi. Endonezya Ordusunun boluculerle mucadele azmini kirmak icin, itibarini sifira indirmek gerekiyordu. Gercekten de, itibari sifirlanmis olan ordu, bolucu eylemlere mudahale edemedi. 2000 yilinda Dogu Timor, bagimsizligini ilan etti.
Turkiye'de nasil uygulanacak?
Simdi ayni plan Turkiye'de uygulanmak isteniyor: Ordumuzun itibari sifirlanacak, Dogu'da ilerde meydana gelecek olan bir isyana mudahale edemeyecek ve bolge "Kurdistan" adiyla Turkiye'den ayrilacak. Belki de hakim kozmik odalarda "Dogu'daki muhtemel ayaklanmaya karsi ordunun ne gibi onlemler alacagi"na ait bilgilere ulasmak istiyor? Bu bilgiler ABD ve PKK'ya ulastirilacak. Ona gore hareket edecekler.
Ozel Kuvvetler Komutanligi (OKK) kisa tarihi
Ilk kuruldugu zaman adi "Seferberlik Tetkik Kurulu" idi. (STK)
Turkiye'nin 1951'de NATO'ya girmesinin bir sonucu olarak 1952 yilinda ordu bunyesinde kuruldu. NATO'ya giren tum ulkelerde benzer orgutler kurulmustu. Bu orgutler sayesinde ABD, uye ulkeleri NATO araciligiyla denetim altinda tutacakti.
Giderlerini ABD'nin karsiladigi bu orgutler, NATO'nun gizli orgutu olan Super-NATO'nun (yani Gladyo'nun) denetimi altinda idiler. Turkiye'deki orgutun cekirdek kadrosunu Kore'den donen ve Gayri Nizami Harp stratejisini ogrenmis olan subaylar olusturdu. Kurulun gizli gorevi, Turkiye'de Amerika karsiti bir rejim degisIkligini engellemekti. Aynen diger NATO ulkelerinde oldugu gibi. Ama STK'nin gorunurdeki amacinin "Sovyet istilasina ugrayan bolgelerde direnisi orgutlemek" oldugu soyleniyordu.. Plana gore, yurt capinda cesitli yerlere silahlar gomulecek, istila aninda onceden belirlenmis kisiler bu silahlari cikararak direnis baslatacaklardi. Bunun icin, topluma surekli "Sovyet tehdidi" propagandasi yapiliyordu. CIA ve Adnan Menderes hukumeti arasinda imzalanan 1959 tarihli bir anlasmada, "Gizli Ordu"nun "rejime karsi ic ayaklanma durumunda" harekete gecirilecegi belirtiliyordu.
Seferberlik Tetkik Kurulu'nun ismi 1965 yilinda Ozel Harp Dairesi oldu. (OHD)Daire, ABD'nin kontrolunde uzun yillar Kontrgerilla (Gladyo) olarak hizmet verdi. Daire'nin resmi varligi, 1974 yilinda Genelkurmay Baskani Semih Sancar'in Basbakan Ecevit'ten "acil bir ihtiyac icin" para istemesiyle ortaya cikti. Ancak yapinin varligi 12 Mart'ta iskence goren solcularca zaten ogrenilmisti! Ozel Harp Dairesi ve Kontrgerilla varligini 12 Eylul oncesi ve sonrasinda da tum agirligiyla surdurdu.
Bu sure icinde faili mechul cinayetler, 1 Mayis 1977, Maras, Corum turunden provokasyon ve katliamlar, Kultur Sarayi sabotaji, Sirkeci, Yesilkoy bombalamalari, Ecevit’e suikast girisimi, devrimcileri iskenceli sorgulamalardan gecirmeler; yurtsever aydinlarin suikastlerle oldurulmeleri hep bu orgut tarafindan gerceklestirildi
Cunku TSK, boyle yapmakla Sovyetlere karsi Turkiye'nin bagimsizligini savunduguna ve ABD'nin stratejik muttefikimiz olduguna inandirilmisti. NATO egitimlerinden gecen Turk subaylarinin beyni yikanmisti. Onlar ABD'nin her dediginin cikarlarimiza uygun oldugu konusunda sartlandirilmislardi.
Ancak 1980'lerin sonuna dogru TSK icinde, ABD'nin stratejik hedefleri konusunda fikir degisIklikleri olusmaya basladi. 1986 yilinda ABD, simdilerde uygulatmaya calistigi "Turkiye himayesinden Kurdistan Plani"ni Evren ve Ozal'in oluruyla Turk Ordusu'na da dayatmisti. Plan, Genelkurmay Baskani Org. Nejdet Urug'un sert direnciyle karsilasti ve engellendi. Daha sonra, ABD emrinde Kuzey Irak'a girme planina karsi cikan Org. Torumtay istifa etti, plan suya dustu.Komutanlar, Amerika'nin Turkiye'yi bolmeyi amaclayan planlar yaptigini ve bu planlari Turk ordusu eliyle uygulamaya koymak istedigini anladilar.
Iste bu surecte, 1990 yilinda Org. Dogan Gures doneminde Ozel Harp Dairesi, Ozel Kuvvetler Komutanligi'na (OKK) donusturuldu, 1992'de de personeli yeniden yapilandirildi. Bu sadece bir isim degisIkligi degil, ABD iliskilerinin sorgulandigi surecin de somut bir sonucuydu Oyle ki; Ozel Kuvvetler Komutanligi ile Daire ABD ve Gladyo'nun sultasindan cikarildi! ABD gorevlileri Org. Karadayi doneminde OKK binasindan cikarildilar.NATO ve ABD iliskileriyle, ABD parasiyla, ABD egitimiyle milletine karsi olusturulmus olan bir yapi, artik Milli Kuvvet haline donusturulmustu. Bundan dolayi OKK, ABD'nin hedefi haline geldi! Ozel Kuvvetler Komutanligi, Turk Ordusu'nun Kuzey Irak cephesindeki gucu olarak ABD ile karsi karsiya geldi ve ABD tehdidine karsi uyanisin Ordu'daki oncusu oldu. 1994 yili Agustos ayinda Org. Ismail Hakki Karadayi, Genelkurmay Baskani oldu.. 1995 Mart'inda da Turk Ordusu, Kuzey Irak'a girdi. Turk birlikleri, Celik Harekâti'yla ABD'nin egemenlik alanina mudahale etmisti. Cunku o bolge ABD ordusunun isgali altindaydi.
Iste ip burada koptu.
Turk Ordusu uzerindeki denetimi elinden kacirdigini anlayan ABD ates puskurmeye basladi.
Amerikan ordu dergilerinde "Turk Generalleri hizadan cikti" cinsinden haber yorumlar yayimlandi. ABD, Muavenet gemimizi topa tuttu, askerlerimizi sehit etti. Temmuz 2003'de Kuzey Irak'ta Suleymaniye'de Ozel Kuvvetler birligimizin basina "Kurt liderlere suikast yapacaklardi" bahanesi ile cuval gecirdi. ABD ordusu Nevada Colu'nde "Binyilin Meydan Okumasi" adi altinda Turkiye'yi isgal tatbikati yapti. Bu tatbikat, ABD tarihinde o gune kadar gorulen en kapsamli ve en uzun suren tatbikat idi. ABD'nin PKK'ya yardimini belgeleyen Org. Esref Bitlis, ucagi dusurulerek sehit edildi.Malatya'da OKK birligini tasiyan ucagimiz dusuruldu. Daha sonra, Amerikan ordu dergisinde Turkiye'nin guneydogusunu da icine alan Buyuk Kurdistan haritasi yayimlandi. Belki anlamayanlar vardir diye Italya'daki NATO toplantisinda ABD'li subaylar bu haritayi ekrana yansitti. Turk subaylari toplantiyi terk etti. Boylece ABD, Turk Ordusu'na karsi savasi fiilen baslattigini alenen aciklamis oluyordu.
Bundan baska, Milli Guvenlik Kurulu, ic tehdit kavramini degistirdi. Eskiden solculuk ve komunizm "ic tehdit" olarak goruluyordu. Simdi ise "irkci milliyetcilik, boluculuk ve irtica" ic tehdit kapsamina alinmisti. Yani MGK, Amerika'nin masasi olan akimlari ic tehdit kapsamina almisti. Bu durumda, ABD'nin Turk ordusuna karsi savas ilan etmekten baska bir caresi kalmamisti.
OKK, Golbasi'nda kendi yeri ve binasi icin calismaya basladiginda da, yolsuzluk iddialariyla saldiriya ugradi. Yapisi sivillesen, ici bosaltilan, etkisi kisitlanan Milli Guvenlik Kurulu'nun Toplumsal Iliskiler Baskanligi'ni OKK bunyesine dahil etmek ve OKK'nin 2006 yilinda tumen seviyesinden kolordu seviyesine cikarilmasi da ABD'nin kizginligini arttirdi.
OKK'ya yonelik giderek artan ve karargâhinin basilmasi noktasina kadar varan saldirinin en onemli nedenlerinden biri de Org. Buyukanit'in Genelkurmay Baskanligi doneminde yapilan bir degisIklikti. Gayri Nizami Harp tanimini degistiren OKK, tanima su ifadeyi ekledi: "Dusmanin fiziki, ekonomik, psIkolojik, siyasi vb. isgallerine maruz kalmis bir bolgede isgali ortaya cikarmak, engellemek ve karsi tedbirleri uygulamak" Bu ifade yalnizca 50 yildir NATO araciligiyla ve Ozel Harp Dairesi uzerinden denetlenen TSK'nin yaptigi bir tanim degisIkligi degil ayni zamanda yeni surece iliskin tehdidin kaynagina yonelik bir durum saptamasiydi! ABD, bolge politikalarini TSK'yi "ikna etmeden" hayata geciremeyeceginin farkinda. TSK'yi sindirmenin en kritik mevzilerinden biri de Ozel Kuvvetler Komutanligi'na bayrak dikmek!
Ergenekon saldirisi
Ergenekon saldirisi, ABD'nin Irak isgali oncesinde baslatildi. BesIktas Teror Orgutunun kurulmasina, AKP iktidara gelmeden once baslanmisti.Tayyip Erdogan bizzat kendisi anlatiyor: (19 Ekim 2008) "Bu ise ben Emniyet'le basladim. Belirli bir evreye geldikten sonra bunu Savciliga verdik. Ergenekon sorusturmasi konusunda yargi ile yakin isbirligi icindeyiz. Bunlar iktidara gelmeden yaptigimiz tespitlerdir."
Tarih 19 Mart 2002, Ankara...
Amerikan Baskan Yardimcisi Dick Cheney 12 bolge ulkesini ziyaret ettikten sonra Ankara'ya geldi. Morali bozuktu. Zira Irak'in isgali icin umdugu destegi bulamamisti. Hemen Kosk'e cikti. Cumhurbaskani Sezer, tum dunyaya soyledigini bir de ABD'ye soyledi: "Uluslararasi oydasma ararim". Ardindan Basbakanliga gecti. Ecevit, "Isgale karsiyiz" dedi. Sonra aksam yemeginde, protokolde olmamasina karsin, israrla Genelkurmay Baskani Kivrikoglu ile gorustu. O da kesin bir dille tersledi...
Ayrica Org. Kivrikoglu, ABD isgali oncesinde Kuzey Irak'a girerek bazi bolgelerde mevzilenme plani yapmisti. Cheney ertesi sabah yapacagi basin toplantisini iptal etti. Palas pandiras ABD'ye dondu.
4 Mayis 2002 Basbakan Ecevit, "bagirsak rahatsizligi" nedeniyle hastaneye kaldirildi... Aylarca hastanede kaldi... Rahsan Ecevit onu adeta hastaneden kacirmasa Basbakan oluyordu. 2001 yilinda "ekonomiyi kurtarmaya" ABD'den gelen Kemal Dervis, basinin karsisina cikip "siyasal belirsizlik"ten bahsetti. Sonra... Devlet Bahceli, "3 Kasim'da erken secim" dedi. 4 ay sonra... Turkiye sandiga gitti. Ve, AKP tek basina iktidara geldi.
ABD, Irak'in isgaline karsi cikan bir askeri - siyasi heyeti birkac ayda tasfiye etmisti.
Hem Ecevit, hem de ABD isgaline karsi planlar yapan Org. Kivrikoglu tasfiye edilmis, yerlerine ABD saldirisini destekleyen AKP hukumeti ve Org. Ozkok gelmisti.AKP'nin isbasina gelmesiyle birlikte Ergenekon saldirisi da baslamis oldu.Amerika'ya karsi olan tum gucler ve Turk ordusu, Ergenekon tezgahi ile saf disi birakilacaklardi.
Fehmi Koru, Yeni Safak'ta yazdi: "Ergenekon'un dugmesine Tayyip Bey ile Bush'un Oval Ofis'teki gorusmesinde basildi"
ABD'nin ana hedefi
ABD'nin ana hedefi: Oncelikle Kuzey Irak'ta kurulmus olan Barzani Devleti'ni Turkiye'nin tanimasi ve fiilen himayesi altina almasidir. Cunku ABD Irak'tan cekildikten sonra, Irak Araplari ve Iran, Barzani Devleti'ne karsi harekete gecebilirler. Boylece ABD hem Barzani Devletini emniyete almis olacak, hem de Irak ve Iran ile karsi karsiya gelmis olan Turkiye, ABD'ye daha fazla mahkum hale gelmis olacaktir. Neden Barzani Devleti ABD icin bu kadar onemlidir?Cunku, Buyuk Ortadogu Projesi'nin ana hedefi olan Buyuk Kurdistan'in baslangic noktasi Kuzey Irak'taki Barzani Devletidir. Irak saldirisinin esas amaci da zaten Barzani Devletinin kurulmasi idi.
Barzani Devletinin emniyete alinmasiyla birlikte es zamanli olarak Turkiye'de "Kurt Acilimi"nin tamamlanmasi gerekmektedir. Bu sayede Guneydogu Anadolu'da ozerk bir yapi olusturulacak ve zaman icinde bu ozerk yapi Barzani Devleti ile su veya bu bicimde butunlestirilecektir.
Bundan sonra, Iran ve Suriye'den de parcalar koparilarak Buyuk Kurdistan'in olusturulmasi daha kolay hale gelecektir.Buyuk Kurdistan, Ikinci Israil olacaktir.. Yani Orta Dogu, Kafkaslar ve Orta Asya'yi, burada kuracagi usler vasitasiyla kontrol edecek, Buyuk Ortadogu Plani'nin amacini, yani 24 Musluman ulkenin rejimlerini ve sinirlarini degistirmeyi daha kolay gerceklestirebilecektir.
Kilit nokta OKK ve Turk Ordusu
Ama butun bunlari yapmak icin, Turk Ordusu'nun vatani savunma iradesinin kirilmasi gerekiyor.
Ergenekon tezgahlari ile aynen Endonezya'da yapildigi gibi once Turk ordusunun sayginligi yok edilecek.Turk ordusu, Amerikanci AKP hukumetinin Barzani Devleti'ni tanima ve himaye altina alma yolunda attigi adimlara ses cikaramayacak. "Ordu siyasete karismamali", "Ne yani, yine darbe mi yapmak istiyorsunuz" suclamalari ile susturulacak.
Ozel Kuvvetler, guneydoguda kiskirtilacak olan bir ayaklanmaya mudahale edemeyecek.
Iste, son "Arinc suikasti" tertibini de bu acidan ele alabiliriz.
SONUCOzel Kuvvetler Komutanligi'nda yapilan aramalar ayni zamanda, Genelkurmay Baskaninin yanina Kuvvet Komutanlarini da alarak Trabzon’da Oruc Reis Firkateyninde yaptigi aciklamalara yanittir Amerika, TSK’nin Basbug’un agzindan yapmak istedigi kendini savunma girisimine yeni bir atak ile karsilik vermistir.
Bugunku durum, Turk Ordusunun yillar yili NATO kontrolune terk edilmesinin bir sonucudur.
ABD, NATO anlasmalarina ve yapilanmasina dayanarak icimizdeki operasyonu yurutebilmektedir.
Turk Ordusu’nun NATO icinde kalarak milli niteligini muhafaza edemeyecegi ve kendisini koruyamayacagi artik son gelismelerle bir kez daha kanitlanmistir.
Genelkurmay Baskanligi, Turk Ordusu’na yonelik asimetrik psIkolojik saldiriyi yapanlarin kim oldugunu aciklayarak milletimizi bilgilendirmelidir.
......................................
*Prof.Dr.Aysel Eksi,
Ankara Universitesi tip fakultesinden 1960 yilinda mezun olmustur. 1966 yilinda ani fakultede PsIkiyatri dalinda uzman olmustur. 1966-1967 yillari arasinda Ankara Ruh Sagligi Dispanseri'nde, 1967-1982 yillari arasinda Istanbul Universitesi Mediko Sosyal Merkezinde, 1983-2001 yillari arasinda Istanbul Universitesi Cocuk Sagligi Enstitusu'nde gorev yapmistir. NoropsIkiyatri, Cocuk PsIkiyatri, Adolesan ve Pediatri Dernekleri ile Cocuk Bobrek Vakfi uyesidir. Gazeteci Oktay eksi'nin esidir.. Kamuoyu gundemine The Times gazetesinden Janice Turner'in Islam ve Turkiye'deki Buyuk Turban Savasi adli incelemesinde verdigi mulakatta Hayrunnisa Gul icin "O kadindan nefret ediyorum!" demesiyle gelmistir.
"I am convinced that the exercise of social and political rights by women is necessary for mankind's happiness and pride. You can rest assured that Turkish women together with world`s women will work towards world peace and security."
-M.K. Atatürk - 22 April 1935
Germany, like most countries, has been challenged by ever-rising health care costs, which now consume 10.4 percent of the country’s GDP. But it has been more proactive than most countries in seeking new ways to rein in those costs.
Germany’s cost-control efforts reflect its firm commitment to two goals: to ensure that all its citizens receive the same level of high-quality care and to keep health care spending in line with the health system’s revenues. Achieving those goals is becoming increasingly difficult, however, given mounting cost pressures and Germany’s changing demographics. Population growth is stagnant, and the population is aging rapidly. The health system is funded on a pay-as-you-go basis, and unless spending is kept under control, contributions from the dwindling number of active workers could soon be insufficient to cover the cost of care for retirees. (For more, see bottom of this post “Fast facts about the German health care system.”)
To find out more about the approaches Germany has been using to manage its health care spending, we spoke with Franz Knieps, director general for public health care, health insurance, and long-term care insurance in the German Federal Ministry of Health. Matthias Wernicke, a principal in McKinsey’s Berlin office, conducted the interview. The Quarterly: As an introduction, could you tell us a little bit about how health care is funded in Germany? Franz Knieps:Health care funding is more complicated in Germany than in many other countries because we do not rely on a single source of revenue. Instead, a variety of sources are used. The statutory [public] health insurance funds, often referred to as the sickness funds, cover about 90 percent of the population. Contributions to these funds, which are based on income, are made by both employers and employees. Germany has some 180 statutory health insurance funds, and they account for approximately 70 percent of the health system’s revenue.
About 10 percent of the population has private health insurance; the premiums for these plans vary based on each patient’s risk factors. Tax subsidies are used to finance approximately 10 percent of health care services. In addition, patients are required to make out-of-pocket copayments for many services, including drug prescriptions; employers underwrite the cost of a few services; and there are a handful of other, minor sources of funding. The Quarterly: Over the past decade or so, Germany has been fairly successful in containing its health care costs, especially in comparison with some other countries. What are the primary mechanisms the country has used? Franz Knieps: There was no single lever we used for cost containment. Instead, we implemented a large number of minor measures to stabilize the health system’s income and expenditures. In the past 20 years, our overriding philosophy has been that the health system cannot spend more than its income.
The minor measures were implemented at every level of the health system. For example, each year we establish an overall budget for the system at the national level to serve as a guide for all participants in the system. Virtual budgets are also set up at the regional levels; these ensure that all participants in the system—including the health insurance funds and providers—know from the beginning of the year onward how much money can be spent.
In addition, we carefully control all types of spending. We contract with office-based doctors for their services, we use DRGs [diagnosis-related groups] to reimburse for hospital care, and we have specific regulations for drug expenditures. We have also introduced incentives that encourage everyone to avoid unnecessary expenditures. The Quarterly: Please elaborate on these incentives. How do you use them to control costs? Franz Knieps: As an example, I will describe the incentives we use to limit drug expenditures. First, we introduced small copayments for prescriptions. These copayments, which vary based on each drug’s cost, discourage patients from using expensive medications that provide no real advantage over less expensive alternatives. (For more, see bottom of this post “ How German established reference prices?”)
We then introduced a reference price system based on therapeutic classes—groups of similar drugs used for the same condition. Under this system, we reimburse for all drugs in a therapeutic class at the same price (for more details on how this is done, see sidebar “How Germany establishes reference prices,”). Our goal was to give pharmaceutical companies an incentive to concentrate on innovation and not simply to produce follow-on medications. Reference pricing does not prevent a pharmaceutical company from demanding more money for a given drug, nor does it prevent a doctor from prescribing that drug. However, the doctor would have to explain to patients why that drug is necessary, and the patients would have to be willing to pay an added amount above the normal co-payment. The pharmacists filling the prescriptions would also question the patients to make sure that they understood that less expensive alternatives were available. Because generic substitution is permitted in Germany, we have yet another check in place to ensure that expensive drugs are used only when appropriate. Last but not least, we removed most over-the-counter drugs from the benefits package. Patients who buy drugs without a prescription have to pay for them. The Quarterly: How have patients reacted to the introduction of prescription copayments and the fact that they may have to pay additional money for some drugs? Franz Knieps:In our experience, about 90 percent of patients are willing to use a cheaper drug if their doctor explains that it is as good as the more expensive medication. If a doctor says that the more expensive drug is a bit better, about 70 percent of patients are still willing to take the cheaper medication. This suggests to us that the incentives are having the desired effect—patients are complying with our efforts to control drug expenditures. The Quarterly: How else are you using incentives to control costs? Franz Knieps:A few years ago, we introduced disease-management programs, an approach we adopted from the United States. Because that country has so many different health insurance plans, it is often a laboratory for new ideas. Some US health insurers are using disease-management programs to improve the quality of care delivery while managing costs. We were impressed by the results these insurers were obtaining, and so we decided to implement similar programs in Germany.
We now have disease-management programs for patients with heart disease, diabetes, and some other common chronic conditions. The programs were designed using evidence-based guidelines, which ensures that the treatments included in the programs’ protocols are the most effective ones available.
To participate in the programs, patients must agree to get regular checkups from their doctors and to adhere to treatment recommendations. The doctors must agree to adhere to the programs’ protocols and to educate the patients about self-care. The programs give both patients and doctors an incentive to participate. For example, doctors are given additional money for each patient they enroll, and co-payments are lower for enrolled patients. The health insurers benefit as well, because the programs are designed to prevent disease exacerbations, complications, and the high costs they entail. The insurers were also given additional funding from the federal risk-adjustment scheme to cover the programs’ initial costs.
Clear evidence is emerging that the programs have been very successful. Millions of patients have already enrolled; all of them have agreed to abide by the program’s protocols. The Quarterly: Many countries are attempting to more closely coordinate care delivery as another way to improve care quality while managing costs. What steps has Germany taken to better integrate care? Franz Knieps: Historically, the German system was strictly separated into two major fields: ambulatory care, which can be provided by either family doctors or specialists, and hospital care. However, this strict division led to a lot of money being wasted, and so we are trying to bridge the gap between ambulatory and hospital care. For example, we now encourage ambulatory-care doctors to cooperate more closely with their hospital-based colleagues, and we even permit ambulatory-care doctors to work in hospitals. Hospital doctors can also work in ambulatory-care offices. In addition, we opened up the hospitals so that their staffs could provide specialized outpatient care for certain rare diseases and very complicated cases.
We have also been trying to find ways to more fully integrate the whole continuum of care, from prevention to ambulatory care, hospital care, rehabilitation, and even long-term care. To promote integrated care, we set aside money in the budget to encourage ambulatory-care doctors and hospitals to experiment with new ideas and new models of care delivery. We now have to evaluate the results of these experiments and bring the best new ideas into the system as a whole. The Quarterly: Outside these experiments with integrated care, how much success has Germany had with disease prevention? Franz Knieps: Unfortunately, Germany has not yet had much success. Our constitution gives responsibility for public health to the 16 federal states—the Länder—and there is little coordination among them, or between them and the federal government, on preventive health initiatives or laws to promote public health—antismoking legislation, for example. Compared with some other countries, we need to develop our skills in this area. The Quarterly: Germany has long experience with polyclinics, a form of primary care that other countries are now experimenting with. What has been your experience with polyclinics? Franz Knieps: Polyclinics—clusters of general practitioners who work together to form more specialized primary care centers—were used extensively and quite successfully in the former German Democratic Republic. However, many politicians in West Germany initially disliked the idea of polyclinics because they associated them with communist ideology. It took a while for many people to understand that polyclinics offer significant advantages with regard to communication, coordination, and cooperation.
In the late 1990s, we reintroduced polyclinics under a new name, medical centers, and they are now seen as a very attractive form of care delivery. Many young doctors, especially those who want to have a good work/life balance, think that practicing in a medical center is preferable to working in a solo or small group practice.
In Germany, medical centers first became popular in major cities such as Berlin and Munich. However, they are also now quite popular in rural areas, which have historically suffered from doctor shortages. The medical centers are staffed not only by doctors but also by nurses and other health professionals, and the centers can organize their activities so that the doctors are able to concentrate their time on patient care, the core of their work. The Quarterly: Many countries are beginning to question whether they should pay for treatments that are not very cost effective. Does Germany try to limit the use of such treatments? Franz Knieps: By law, our health insurers cannot reimburse for services that are deemed unnecessary. Thus, a doctor who provides such services will not be paid for them.
To determine the value of medical services and products, Germany established a national agency, the Institute for Quality and Efficiency in Health Care [Institut für Qualität und Wirtschaftlichkeit im Gesundheitswesen (IQWiG)]. This agency is similar to the National Institute for Health and Clinical Excellence [NICE] in the United Kingdom. Like NICE, IQWiG investigates medical devices, drugs, and other forms of treatment to determine how effective they are. If IQWiG decides that a given treatment does not provide value, the treatment can be excluded from the benefits package. These decisions are made by a very special institution in our system—the Gemeinsamer Bundesausschuss [G-BA], a federal joint committee that represents doctors, nurses, other health professionals, the health insurance funds, and hospital owners. If IQWiG decides that a new device or drug is no better than existing therapies, reimbursement is set near the rate given to the existing therapies. But if IQWiG decides that a new drug or device is a real innovation, there are many fewer restrictions on reimbursement than in other countries. The Quarterly: In the United Kingdom, there has been considerable public debate about treatments that were excluded from reimbursement. How has Germany dealt with patients’ expectations about coverage? Franz Knieps: In Germany, every new treatment is included in the benefits package as soon as it is approved for use, and IQWiG is then expected to determine how much value it offers. Only if the Institute’s findings are negative—if it determines that the treatment has no value—is reimbursement denied. Germany does not require that IQWiG offer a positive recommendation before a new treatment can be included in the benefits package.
In our experience, most patients and doctors usually accept IQWiG’s recommendations. However, strong debates have arisen about a few drugs, such as the long-acting insulin analogs. IQWiG decided that these drugs provide no additional value beyond what existing diabetes treatments offer, and thus the manufacturers were not granted the additional pricing they sought. The long-acting insulin analogs were included in the benefits package, though, and the manufacturers accepted the lower reimbursement rates. The Quarterly: What does Germany do to get all participants in the health system to reach consensus about care delivery? Franz Knieps:The G-BA plays a strong role in this regard. German law states that patients have the right to get access to ambulatory care, but what does that mean? Which services are included within the definition of ambulatory care? Which services are excluded? What quality standard is expected? The G-BA is tasked with making decisions about these questions and then regulating care delivery—it is able to make what we call “soft law.” Because the committee includes doctors, nurses, fund managers, and hospital CEOs, many different types of knowledge are brought together, and the decisions the G-BA makes are more likely to be accepted by all stakeholders in that system. If the decision-making process were inside the health ministry’s walls, there would be much less stakeholder agreement. The Quarterly: Does Germany use waiting lists as a way to allocate services? Franz Knieps: In Germany, there are no official waiting lists. Of course, patients who want to consult well-known specialists or receive treatment at very prominent hospitals may encounter delays. But most patients can get access to any service at any time in the German system. If anything, we have too much capacity in our hospital sector, and most of our urban areas are overcrowded with specialists. So, waiting lists do not really exist. The Quarterly: Do you use claims data and other patient information to control costs? Franz Knieps: In the German system, the health insurance funds have always obtained a lot of data from doctors, hospitals, pharmacies, and other sources. However, they are now allowed to bring all this information together. Doing so has improved their ability to check whether the claims are accurate, but what is even more important is that the aggregated data enables us to steer the system more effectively. In addition, it permits the insurance funds to identify and set incentives for patients, doctors, and hospitals that encourage them to change their behavior. Information technology therefore plays a very important role in our system.
Not everything about data aggregation is working well in Germany yet; for example, we have had problems with data protection. But we believe that data aggregation is quite important for the future of our system. The Quarterly:What other new ideas is Germany considering to further control health care costs? Franz Knieps:I think there are no new, revolutionary ideas in health care policy, but there are some old ideas that are still worth thinking about. When I was a young man, I met Brian Abel-Smith, an influential health economist at the London School of Economics, and I asked him what the major idea in health care policy was. His reply, in essence, was this: “My dear young friend, the only way to organize and pay for health services well is to change the system every second year so that nobody feels comfortable in it.” He meant that every so often you have to rearrange the coalition of stakeholders within that system so that nobody feels complacent, nobody feels safe.
In Germany, we recently tried to accomplish this type of rearrangement by introducing greater competition into the system. Patients have been given much greater freedom to choose among the various statutory health insurance funds. They also have greater freedom to choose which services they want to have covered, which doctors they consult, and which hospitals they visit for treatment. As a result, the insurance funds, doctors, and hospitals must now compete for patients. The change has brought a lot of new ideas into the system, and it has increased the pressure on payors and providers to deliver high-quality services efficiently. We believe that the increased competition, in combination with our regulatory safeguards, could enable our health system to reinvent itself, if not year by year, then at least decade by decade.
Whether it makes sense to introduce this type of competition into other health systems, especially those that are centrally run, is not yet clear. It’s difficult to give advice to others, but I think that we should all be willing to learn from one another and adopt successful experiments. For example, a centrally run system could introduce competition gradually, perhaps first by bringing in private hospitals. If that went well, the next step might be to increase competition between public and private insurers. Changes can be made step by step, so that the health system can see whether they work or not. The Quarterly: At this stage, can you precisely quantify the impact of the changes you have discussed, such as drug reference pricing, integrated care, and data aggregation? Franz Knieps: No, not yet. At present, it’s not clear whether we have produced real cost reductions or whether we have simply slowed the rise in spending.
I am convinced that the cost of health care is not going to go down, but there is much we can do to dramatically reduce the amount of money wasted. And that money can be invested in prevention, rehabilitation, and higher-quality care.
Fast facts about the German health care system
General information Germany’s system for universal health care coverage funded through nationwide health insurance is the oldest in Europe (it originated in social legislation passed in the 1880s). Its underlying principles remain social solidarity and pay-as-you-go financing.
Like most countries, Germany has seen its health care costs rise—by an average of about 1.4 percent—in recent years. In 2007, Germany spent about $346 billion, or 10.4 percent of its GDP, on health care (an average of $4,209 per capita). Overall, Germany has been more successful than many other countries in limiting the increase in its health care spending as a percentage of GDP.
The country’s population, currently about 82 million, may be shrinking slowly because of a low birth rate. However, the population is also aging; about 20 percent of the population is now age 65 or older, and that number is expected to rise to 27 percent by 2030.
Health insurance
Health insurance coverage is mandatory.
The statutory (public) health insurance funds, which cover about 90 percent of the population, are managed by independent, nonprofit, nongovernmental organizations regulated by law. Employees are free to choose among the statutory funds in their region; all the funds basically provide the same level of coverage (95 percent of health benefits are predefined), but they vary slightly from each other in the details of their benefits packages (coverage of alternative medicine, for example).
Contributions to the statutory funds are based on salary. Until recently, these funds were free to set their own contribution rates. Since July 2009, however, they must use a uniform contribution rate. At present, the rate is 14.9 percent of income; 7.9 percent is paid by the employees and 7.0 percent by the employers. All contributions are centrally pooled in a new national health fund, which allocates resources to each statutory fund based on a risk-adjusted capitation formula.
To opt out of the statutory funds and receive coverage through private health insurance, employees must meet a minimum income requirement, which has risen in recent years (it is €48,600 in 2009). Because civil servants and the self-employed are excluded from the public plans, they are the largest groups with private health insurance.
About 24 percent of the population has supplemental coverage, which entitles them to benefits not offered by the public plans (some types of dental care, for example).
Both public and private payors give patients almost complete freedom to choose providers.
Ambulatory care
Germany has more than 288,000 practicing physicians (about 3.5 per 1,000 people). It also has 818,000 practicing nurses and 48,000 practicing pharmacists.
About 48 percent of its practicing doctors work in ambulatory care (roughly speaking, 50 percent as general practitioners and 50 percent as specialists). Most of these doctors are for-profit self-employed practitioners.
Patients can consult specialists directly, but their copayments are lower if they comply with gatekeeper rules (that is, if they get a referral from a general practitioner).
Reimbursement for ambulatory care is paid through fee-for-service arrangements; however, there is a strong trend toward using a flat rate per case. Under this system, doctors are paid a flat rate for each patient that presents for treatment in a given quarter of the year. The rates paid differ by type of physician (general practitioner versus cardiologist, for example) and are negotiated at the regional level.
Hospital care
Germany has more than 2,000 hospitals, which gives it one of the highest hospital beds densities in Europe (6.2 per 1,000 population). It also has about 11,000 nursing homes. Both hospitals and nursing homes can be public, private, or charitable institutions.
Reimbursement for hospital care is based on DRGs (diagnosis-related groups) that were introduced in 2004.
Hospital accreditation is mandatory; the accreditation process is the responsibility of the state health ministries.
Public-health metrics
Life expectance at birth: 77.2 years for men; 82.4 years for women.
Infant mortality per 1,000 births: 3.8.
Maternal mortality per 100,000 live births: 4.1. Source: Federal Statistical Office, Organisation for Economic Co-operation and Development, Kassenärtzliche Bundesvereinigung, Bund-esvereinigung Deutscher Apothekerverbände, Federal Ministry of Health, Private Health Insurance Association
How Germany establishes reference prices
Reference pricing is not applied automatically to all drugs in Germany; rather, decisions are made on a case-by-case basis by the Gemeinsamer Bundesausschuss (G-BA), the federal joint committee that represents all stakeholders in the health system. In making its decisions, the G-BA relies on scientific assessments made by the Institut für Qualität und Wirtschaftlichkeit im Gesundheitswesen (the Institute for Quality and Efficiency in Health Care).
When it begins to investigate a drug class, the G-BA classifies each product in one of three categories:
Those that have identical active ingredients
Those that have pharmacologically or therapeutically omparable active ingredients
Those that have therapeutically comparable effects
The last category is important in that it enables the G-BA to create ‘jumbo groups’ that contain many more drugs than the molecule-based reference groups used in other countries. For example, jumbo groups can include not only drugs that have lost patent protection and their generic equivalents, but also any medications that are thought to offer no significant therapeutic advantage over similar products.
Once a jumbo group is defined, the Spitzenverband der Krankenkassen (the Association of Statutory Health Insurance Funds) calculates the reference price for the group according to the ‘lower-third rule.’ First, it identifies the current prices being charged for all of the drugs in the jumbo group. Then, it determines the cost of the drug at the top end of the lower third of the pricing range. That amount becomes the reference price for all drugs in the class—the maximum reimbursement level that health insurers will provide for those drugs. These calculations are repeated annually.
Pharmaceutical companies are free to demand higher prices for their products, but the only way they can obtain additional money is if patients agree to pay the amount out of pocket. That rarely happens, however. Furthermore, patients have another incentive to use less expensive alternatives: drugs that are priced 30 percent or more below the reference price are exempt from normal copayments.
Patent-protected drugs are exempt from reference pricing if they can demonstrate clear evidence of superior effectiveness or safety, or if they have been approved for a new indication. Furthermore, reference pricing can-not be applied if a jumbo group contains only two drugs, both of which are patent-protected.
"Her fert istediğini düşünmek, istediğine inanmak, kendine malik siyasi bir fikre sahip olmak seçtiği bir dinin icaplarını yapmak ve yapmamak hak ve hürriyetine maliktir. Kimsenin fikrine ve vicdanına hakim olunamaz. Vicdan hürriyeti, mutlak ve taarruz edilemez, ferdin tabii haklarının en mühimlerinden tanınmalıdır"
“SAYISAL LOTO ve TÜRLERİNDE MÜTHİŞ HİLE-- bu oyunu bozalım!” başlığı altında 16.11.2009’da, “Dostlarım, duyarlı yurttaşlardan Necmiye Güneş bilgilendirdi beni bu konuda. Pek çoğunuz gibi ben de yıllardır oynarım bu şans oyunlarını, hiç değilse bir şansım olsun beklentisiyle. Bu olasılıklar üzerinde kendim de kuşkulanıyordum. Soruşturmacılar kendilerine görev saymışlar ve didiklemeleri sonucunda bu sağmallık sonuca varmışlar. Uygulamaya katılmak sizin elinizde…” diye bir duyuru yaparak şu gerçeklere değinmiştim:
Şans oyunları çekilişlerinin yapıldığı sistem odası, Milli Piyango İdaresine kapalıymış. Tuzak, GTECH adlı bir İngiliz firması tarafından kurulmuş meğer. Aynı firma tarafından da kontrol edilmekteymiş bu düzensiz düzen. Güvenlik gerekçesiyle içeriye asla kimse sokulmuyor; sistem, oynanan bütün numaraları ve oynanmayanları otomatik olarak tarıyor ve ayırıyormuş.
Yıllardır Türk halkını bu yolla acımasızca sömürüyorlarmış. Birkaç yılda bir, vatandaştan birine kasıtlı isabet ettirip toplumun şüphelerini sıfırlıyor ve sonra, "güvenlik gerekçesiyle adını saklayan talihli" aldatmacasıyla, oynanmamış numaraları sistem odasında kupon yaparak yıllarca sömürüyorlarmış. Bu aldatmacaya kanmayalım, bu oyunu bozalım. Bu iletiyi bütün Türkiye’ye yayalım. Kimse oynamasın. Taaa ki; bu sistem cambazları her çekilişte (Millî Piyango gibi) hangi şehirden, hangi bayiden oynandığını, kimin kazandığını açıklama zorunluluğu hissedene kadar. Emeğimizi ve ümitlerimizi sömürttürmeyelim bu sülüklere!..
Milli Piyango İdaresi Genel Müdürlüğü’nün sadece davul boynunda dolaştığını, o davulu elinde tokmakla çalanların yabancılar olduğunu yeni yeni öğreniyorum, bağışlayın bilgisizliğimi, saflığımı. “AK-ŞAKA”yla karışık, kendisiyle barışık, emekli doktorumuz Erdal Akalın, saf bir yurttaş beklentisiyle, “Milli Piyango Teşkilatı, asgari ücretin yarısı kadar yılbaşı çekilişi bileti alarak, spor Mercedes hayalini yok ettiği ve alınan biletlerin sadece 1/ 4 oranında amorti vererek ağzını kapatmaya çalıştığı AK-ŞAKA için, 2010 yılı içerisinde bir telafi ikramiyesi düşünmekte midir?!.” diye sorgulayarak umut beklentisindeki yalın yurttaşa da arka çıkmış…
Doktor’un iyi niyetinin uzantısı olan bu umudumuz bekleye dursun, biz bu çalıp-çırpma oyununu bozmak için kamuyu uyarmaya çalışırken daha ileri gidip halk adına görev yapan kurumları da işbaşına çağıralım. Ne dersiniz?
Üniversite öğrencisiyken (1950’li ve 60’lı yıllar) Millî Piyango gezici bayisi olarak ayaklarıma kara su inmesine aldırış etmeden bilet satar okul harçlığımı doğrultmaya çalışırdım. Kendime bilet alamazdım, ama son anda satamadığım olurdu, belki (!) umuduyla yakınmazdım. Amorti çıktığı zaman hoplayıp zıpladığım, çoğu zaman da kârı kediye yüklediğim olurdu.
Ama o yıllarda Millî Piyango, adı üstünde millî bir kurumdu. Yabancıya ne zaman satıldığını veya satılacağını da bilmem. Burada bir hinlik olmuş; yabancıya satılmış / satılacak bu kurum ama adı ‘Millî Piyango’ olarak kalmış ya da kalacak mı? Dolayısıyla sade yurttaş, saf anlayışıyla ikramiye çıkmasa da toplanan para devlete kalıyor düşüncesiyle “kader-kısmet” deyip sineye çekmeye devam ediyor(du). Millî Piyango’ya Z. Bankası vasilik yapıyormuş bugünlerde.
Çok mürekkep yalamış olmama rağmen, yeni uyanmaya başlayan ben de o çoğunluğa dâhil bir yurttaşım. Piyango bileti almaz, toplanan paraları aynı kazanda buharlaşıp giden ‘Şans Topu, 6/49, On Numara’ gibi şans oyunlarını da oynamaz oldum.
Sözün özü, MP’ye hakkımı helâl etmiyor, kamu kurum ve kuruluşlarıyla, Cumhuriyet Savclığı’nın, İnsan Hakları Birliği’nin, Baroların, gönüllü avukatlık hizmeti veren hukuk bürolarının, basın-yayının, Millî Piyango İdaresini ve GTECH adlı İngilizfirmasını mercek altına almalarını talep ediyorum, millî servet aşkına, insanlık adına…
Erkekler kime kadınım der?
Bir erkeğin hayatına kim bilir kaç kadın girer ve çıkar? Hangisine sevgilim, hangisine kadınım diye hitap eder acaba? İkisinin arasında ne fark var diyeceksiniz. Çok fark var. Şimdi ben kadın gözüyle erkekleri yazmak istiyorum. Ya da olmasını istediğim gibi yazıyorum.
Bir erkeğin hayatına giren kadınların hepsi sevgilidir. Ama bir tanesi vardır ki ona sadece “KADINIM” diye hitap eder. Sevgilim dediği, günlerini gün ettiği, hoş vakit geçirdiği, bazen boşluğunu dolduran, bazen hüzününü dağıtan, bazen onu eğlendiren, bazen onu dertlerinden uzaklaştıran ya da boş zamanlarını doldurandır. Hatta onunla evlenebilir bile. Çocukları bile olur. O artık çocuklarının annesidir. Bir insan olarak onu sever. Ona zarar gelmesini istemez. Bir zaman sevgilim dediği şimdi resmi olarak karısıdır.
Bir erkek "kadınım" diye hitap ettiği zaman ona yüklediği anlam bambaşkadır. Onun içinde şevkat, sevgi, aşk, sahiplenme, kıskançlık, onunla gurur duyma, koruma hissi ve kimseyle paylaşamama vardır. Artık dünyaya neden geldiğini biliyordur. Hayatının anlamı vardır artık. Aradığı sadece o’dur. Onu bulmak ve onunla yaşamak için doğmuştur. Onun olmadığı bir yaşam düşünemez. Çok emindir, tanrı onu sadece kendi için yaratmıştır. Dünyada bir tek o ve kendisi vardır. Onun için canını verebilir. Bu aşktan da öte bir şeydir. Bu bir tutkudur. Bu mantığın bittiği yerde başlayan bir duygudur. Bu kadınım dediği kişinin resmi nikahlı karısı olması şart değildir. Ama zaman zaman karım diye bile hitap eder.
Bu duyguların en güzel örneğini ünlü şair Bedri Rahmi Eyüboğlu yaşamıştır. Bedri Rahmi Eyüboğlu, Eren Hanım'la evlidir. Ancak Mari Gerekmezyan’a aşık olmuştur. Mari, Bedri Rahmi Eyüboğlu'nun asistanlik yaptığı Güzel
Sanatlar Akademisi'nin heykel bölümüne misafir ögrenci olarak gelmistir.
1949'da bir gün İstanbul Büyük Kulüp'teki bir toplantıda davetliler, Bedri Rahmi Eyüboğlu'ndan bir şiir okumasını isterler. Eyüboğlu ayağa kalkar ve Karadut'u okumaya baslar:
"Karadutum, çatal karam, çingenem
Nar tanem, nur tanem, bir tanem
Ağaç isem dalımsın salkım saçak
Petek isem balımsın ağulum
Günahımsın, vebalimsin.
Dili mercan, dizi mercan, dişi mercan
Yoluna bir can koyduğum
Gökte ararken yerde bulduğum
Karadutum, çatal karam, çingenem
Daha nem olacaktın bir tanem
Gülen ayvam, ağlayan narımsın
Kadınım, kısrağım, karımsın."
Bedri Rahmi, şiiri okurken aniden gözlerinden yaşlar süzülür. Salondaki herkes niye ağladığını anlamıştır. Çünkü aşklarını bütün İstanbul bilmektedir. O anda yanında oturan Eren Eyüboğlu da anlamıştır. Çünkü şiirde "kadınım, kısrağım, karımsın" dediği kadın kendisi değildir.
Görüldüğü gibi erkekler sadece nikahlı karılarına kadınım ve karım kelimelerini kullanmıyorlar. Bu bambaşka bir duygu. Bunun adı aşk. Doğa üstü bir duygu. İnsanın vücut kimyasını değiştiren, ruhunda volkanların patlamasına neden olan bir duygu. Onu bulduktan sonra kaybetmek ise çok acı verir. Bunu en iyi Ercan Saatçi’nin yazdığı 'Yastayım' adlı şarkı sözü anlatıyor:
Yoksun yine varlığım sürünüyor
Sensizliğim bilinmiyor
Sen gittin gideli ellerim hep titriyor
Kalbim bu acıyı saklıyor
Yıllar sonra bile hiç kimseye söylemedim
Bu sevdayı kalbime gömdüm ve sen öldün
Şimdi eşim dostum beni hastayım sanıyor
Yastayım hiç kimse bilmiyor
..........................
Yaşlandım artık bıraktığın gibi değilim
Üstelik bir kızım var evliyim
Ne mutlu bütün bu güzel duyguları gerçekten bir ömür boyu bir yastığa baş koyduğu, hayatı birlikte yaşadığı ve çocuklarının annesine duyabilen erkeklere...
10 kuruşa satılan ilacı 3 kuruşa alacağız ama, bunun karşılığında, 10 eczanenin 3’ü kapanacak, hangisini tercih edersinizEczaneler kapanır.
Çünkü, bırakın yıllardır mahallenizde “en faydalı komşu” bildiğiniz eczacının iflas etmesini, 3 kuruşluk şahsi menfaat için babasını bile satan bir toplum haline getirildik.
Hiç çevirme suratını...
Sana soruyorum:
Dünyanın en pahalı benzinini, dünyanın en pahalı elektriğini, dünyanın en pahalı doğalgazını kullanan, dünyanın en yüksek vergisini ödeyen ülke... Nasıl olur da, Avrupa’nın en ucuz ilacını kullanır?
Hiç merak etmiyor musun kardeşim, nereden gelir bu değirmenin suyu?
Avrupa’da 5 ülke seçiyorlar, o 5 ülkenin ilaç fiyatlarından yola çıkarak, bizim ilaçların fiyatını belirliyorlar. Ancak, ne sihirdir ne keramet, işte burada maharet...
Mesela, kalp ilacı... Bakıyor, en ucuz Portekiz’de, Portekiz’in fiyatını seçiyor. Romatizma ilacı, bakıyor, en ucuz Yunanistan’da, Yunanistan’ın fiyatını seçiyor. O romatizma ilacı, İspanya’da daha pahalıymış, ilgilenmiyor, işine neresi gelirse, orayı seçiyor
Mesela, Aspirin... Bakıyor, en ucuz Fransa’da, şak, Fransa’nın fiyatını seçiyor. Halbuki, Fransa eczacısını kolluyor, sübvanse ediyor, ciro düştüğünde Fransız eczacısı çökmüyor. Vatandaşının sağlığını düşünen Fransa, eczacısının da “vatandaş” olduğunu unutmuyor.
Üstelik...
Zurnanın asıl zırt dediği yer.
Dün yaşanan bir vaka...
Tansiyon hastasına ilaç yazmış doktor. Hasta, en yüksek risk grubunda, ilacın dozu en yüksek doz, raporunda yazıyor. Hasta eczaneye geliyor, sistemi açıyor eczacı, bakıyor, o ilacı alırsa hasta, 61 lira fark ödemek zorunda... Ödeyemiyor. Tekrar sistemi açıyor eczacı, en ucuz eşdeğerini tıklıyor. En ucuzu alırsa hasta, hiç fark ödemeyecek ama, o en ucuz ilaç, en düşük doz... Yani, hiç fark ödemeyecek ama, büyük ihtimalle yakında ölecek.
Ekmek var, 400 gram... Ekmek var, 100 gram... İkisi de ekmek mi?
Ekmek. Doy da göreyim!
Demem o ki...
Sen, ilaç fiyatları ucuzladığı için eczacının isyan ettiğini sanıyorsun ama, o eczacı, aslında senin için kavga veriyor, senin için çırpınıyor. Mecbur kalırsa, gözlük satacak, vitamin satacak, bi şekilde hayatını devam ettirecek elbet...
Yazar: Özlem Dinç Alper Nakkaş’ın özgeçmişine bakarken, ilk aşamada biraz başı dönüyor insanın. Futbolcu olacakken askeri öğrenci, askeri pilot olmaya adayken mühendislik öğrencisi olduğunu, sonra hepsini bırakıp ekonomi okuduğunu görünce anlaşılıyor ki kendisi de bir dönem ne istediğini kestirememiş. Sonrasında ekonomik koşulların da zorlamasıyla bankacı olacakken, Alper cesaretini topladı ve akademisyen olmaya karar verdi. Kararsızlıklar, zorunluluklar, mücadeleler ve çetrefilli yol ayrımlarıyla geçen bu sürecin sonunda, Alper kalbinin sesini dinledi ve geçmişte daha çok bir hobi olarak gördüğü matematiği seçti. Şaşırtıcı değil mi? Şimdilerde teoremlerle, ispatlarla boğuşuyor ve vardığı bu noktadan çok memnun, çünkü sevdiği şeyi yapıyor. Ve bana diyor ki “Sanatın peşinden gitmeye karar verebilmek ne kadar güzel ve zor ise, bilimin peşinden gidebilmek de o kadar güzel ve zor”… Kariyerini bir kenara koyup bilimin peşinden gitmeye karar veren Alper’in ilginç hikayesini paylaşıyorum sizlerle.
###
Alper Nakkaş kimdir, eğitimi ve profesyonel geçmişi nedir?
1979 Ankara doğumluyum. İlköğretim’i Ankara’da okudum. Sonra liseye hayatımın akışını çok etkileyecek olan bir okula gittim: İzmir Maltepe Askeri Lisesi. Maltepe’yi bitirdiğimde iki seçenek vardı önümde. Hem Hava Harp Okulu sağlık ve uçuş testlerini başarıyla geçmiştim, hem de askeri öğrenci olarak Gazi Üniversitesi Elektrik-Elektronik Mühendisliği bölümüne gitmeye hak kazanmıştım. Pek kendi isteğimle olmasa da (askeriyede kişilerin tercihlerinin pek önemi olmayabiliyor bazen) mühendislik eğitimi almak için Ankara’ya gittim. Eğitimimin ikinci senesinde okuldan ve askeriyeden ayrıldım. Tekrar üniversite sınavına girip İstanbul’da Marmara Üniversitesi İngilizce İktisat’ı okudum. Sonra Bilgi Üniversitesi’nde Ekonomi masteri yapıp doktoram için Amerika’da Vanderbilt University’e başladım. Şu an doktoramın son senesindeyim ve akademik araştırma yapmak üzere çalışma hayatıma başlamak üzereyim. Uzmanlık alanlarım ‘Game Theory’ (Oyun Teorisi) ve ‘Network Theory’ (tam olarak emin değilim Türkçe isminden ama sanırım Ağ Kuramı).
Çok çeşitli ve birbirlerinden çok uzak, ilgili olmayan dönüm noktaların olmuş, bunun sebebi neydi? Ne istediğini tam olarak bilmediğin için miydi? Zorunluluklar ve hayallerin çatışmasından bahsediyorsun, biraz açabilir misin?
Evet, biraz dolu dolu geçti sanırım benim çocukluk ve ergenlik yıllarım. Ne istediğimi çok iyi bildiğimi söyleyemem küçüklüğümden beri. Ama belki hayatım istemediğim şeyleri eleyerek geçti diyebilirim.
Küçüklüğümde aslında en çok yaptığım şey top oynamaktı. Ankara’da Gençlerbirligi’nin minik/yıldız takımında oynuyordum. Ortaokulu bitiren çoğu kişi gibi ben de ailemin isteğiyle her önüme gelen sınava girmiştim: Anadolu lisesi, fen lisesi, özel okullar, askeri liseler. Çoğu sınavda başarısızdım aslında. Sadece Maltepe Askeri Lisesi’ne girmeye hak kazandım. Finansal olarak çok da iyi bir durumda olmayan ailem için bulunmaz bir fırsattı bu. Doğal olarak beni belirsizliklerle dolu futbolcu geleceğinden çok, iş garantili olan askeriye hayatına göndermeyi daha uygun gördüler.
Askeri öğrencilik hayatı ergenlik için biçilmiş kaftan sayılmaz pek. Ruhunun en asabi olduğu ve hayata en çok kabadayılık yaptığın bir dönemde kayıtsız şartsız her söyleneni yerine getirmek bazen zor oluyor. Ama ben genelde iyimser bir insanım. Bu yüzden sanırım, lise yıllarımda hayatta ne yapabileceğimden çok elimde bulunan ortamda ne yapacağımı düşündüm hep. Lise biterken hem Hava Harp Okulu’na girmeye hak kazanmıştım hem de üniversite sınavını kazanarak askeriye adına sivil bir üniversite okumaya hak kazanmıştım. Askeri personel olmanın zorluklarından en önemlisi bence seçim hakkından yoksun olmak. Ben de yoksundum ve ben emir gereği Hava Harp Okulu yerine üniversiteye gitmek zorunda kaldım. Askeri öğrenciliğimde hep aklımı meşgul eden sorular bu dayatma seçimle beraber iyice su üstüne çıktı. “Ben ne yapıyorum?” dedim. Kararımı vermek biraz zaman aldı ama sonunda mali yükünü göz önüne alarak askeriyeden kendi isteğimle ayrıldım. Neden diye sorduklarında, cevabım hep aynıydı: “mutsuzdum”. Bu bana yeterli ama çoğu zaman etrafımdakilere pek de yeterli değildi.
Ne yapmak istediğimi bilmiyordum hala ama asker olmak istemediğimi biliyordum. Tekrar üniversite sınavına girip Marmara Üniversitesi İngilizce İktisat’a başladım. Üniversite üçüncü sınıfta herkesi bir işe girme telaşı aldığında, ben de ne yapmak istediğimi düşünmeye başladım. İş hayatını hiç bir zaman çok sevememiştim. Ama akademik hayat çok çekici geliyordu bana hep ve o ortamda kalmak istedim. Marmara’yı ortalama bir öğrenci olarak bitirdikten sonra İstanbul Bilgi Üniversitesi ekonomi masterına başladım. Masterın ilk senesinde şanssız bir şekilde önce annem kalp krizi geçirip by-pass ameliyatı oldu, daha sonra babam ani bir kalp krizi ile vefat etti. O zaman ailenin finansal durumunu düzeltebilmek için HSBC-Türkiye’nin araştırma bölümünde işe başladım. Bankacılığın bana göre olduğunu düşünmesem de yaptığım işten çok memnundum. O zamanki HSBC baş ekonomisti (Ahmet Akarlı) için araştırma asistanlığı yapıyordum. Çok eğlenceli bir iş ortamı idi. Ama ben o işin araştırma yanından daha çok hoşlanıyordum. O yüzden doktora yapmak için yurt dışındaki bir kaç okula başvurdum.
Yaklaşık altı ay sonra ABD’nin Vanderbilt Üniversitesi’nden ekonomi doktorası için kabul aldığımda bir yol ayrımındaydım yine. İyi bir yerde, iyi bir işte çalışırken herşeyi bırakıp gitmek mi yoksa iyi bir eğitim almak mı? Ben gitmeye çok kolay karar verdim. Sadece hayalim olduğu için değil ama aynı zamanda o hayali gerçekleştirebileceğimi bildiğim için.
Matematikçi olmak senin çocukluk hayalin miydi?
Matematikçi olmak çocukluk hayalimdi demek zor. Ama hep çok ilgiliydim. Küçüklüğümden bu yana matematik konusunda hep çok başarılı olmuştum ve hep çok sevmiştim. Simdi çocukluğumu düşündüğümde ilkokulda sayılarla ilgili bulmacalarla ve geometri sorularıyla uğraştığımı hatırlıyorum. İlkokul öğretmenimi matematik sorularımla çok terlettiğimi de. Lisede zevk olsun diye matematik olimpiyat sorularını çözdüğümü de. Genelde bir hobi gibi, eğlence olsun diye uğraşıyordum matematikle ve üniversite yıllarıma kadar hiç ideal mesleğim olarak düşünmemiştim. Zaten hala bir matematikçi miyim bilmiyorum. Ama araştırma yaptığım alanlar çok matematiksel olduğu için kendimi matematikçi olarak görüyorum. Ve hala matematiksel bulmacalar çözmekten çok hoşlanıyorum.
Çevren matematikçi olmana karşı mı çıkıyordu? Ailenin ve çevrenin senden belli bir doğrultuda beklentileri mi vardı?
Pek sayılmaz. Aslında matematik ağırlıklı bir meslek sahibi olup olmayacağım konusunda konuştuğumuz bile söylenemez. Sadece benim sayısal ağırlıklı derslerde başarılı olduğumu biliyorlardı. Ama bunu meslek olarak yapacağımı hiç düşünmüyorlardı sanırım. Benim iyi bir asker, iyi bir doktor veya iyi bir mühendis olabileceğimi düşünüyorlardı hep ve o yönlerde teşvik etmeye çalışıyorlardı.
Matematikçi oluşun nasıl oldu, nasıl bir süreçten geçtin? O zamanlar yaptığın şeye paralel olarak bir altyapı oluşturup kademeli bir geçiş mi yaptın yoksa pat diye her şeyi bırakıp mı bu işe giriştin?
Üniversite üçüncü sınıfta idim karar verdiğimde. Herkeste bir iş bulma telaşı vardı mezuniyet sonrası için. Belirsizlik her yerdeydi. O zamanlar ben de ciddi ciddi ne yapmak istediğimi düşündüm. Ve sessiz sedasız karar verdim. Tabii sadece benim karar vermem yetmiyor böyle bir iş sahibi olabilmek için. Önemli olan ilk adımı atabilmekti ve o ilk adımı atmak zordu. O yüzden kendime bir plan yaptım. Önce master yapıp bu işte başarılı olacağımı ispat etmeliydim. Üniversitenin son senesinde mastera girmemi sağlayabilecek her dersi alıp o derslerde başarılı olmak için bayağı bir uğraştım. Kısacası, gerisini pek düşünmeden ilk adımı atmak için elimden geleni yaptım. Master’a girdikten sonrası bu işi yapmakta azimli olduğum için gerisi çorap söküğü gibi geldi.
Çevrene bunu kabul ettirme mücadelesi vermek zorunda kaldın mı?
Bu mesleğin zorluğu uzun bir eğitim dönemi olması. En büyük derdim ailemin maddi sıkıntısı idi. Bir işe başlayabilme imkanım varken okumaya devam etmek ailemin ve çevremin tercih ettiği bir seçenek değildi. Onlar bir işe girip çalışmam yönünde bastırıyorlardı. Başarılı oldukça bu baskıların çoğu kayboldu. Ama hala da herkesi ikna etmiş değilim.
Liseyi bitirir bitirmez matematiği seçmiş olmayı ister miydin yoksa içinden geçtiğin bütün bu süreçler mi senin kararını olgunluğa ulaştırdı?
Şimdiki olduğum noktaya gelmek için en uygun yolu kullanmadım diyebilirim. Eğer imkanım olsaydı geçmişte yaptığım bazı tercihlerimi değiştirirdim.
Eğitimin büyük firmalarda iyi bir maaş almanı sağlayabilirdi, şu anki gelirin nasıl? Bir matematikçi iyi para kazanabiliyor mu? Türkiye’ye dönmeyi düşünüyor musun mesela - bu iş burada da yapılabilir mi?
Alper NakkaşŞu an hala öğrenci gelirine sahibim. Ama okul bittiğinde Türkiye şartlarına göre çok iyi para kazanabileceğimi biliyorum. Matematikçiler akademik hayat dışında da çok iyi iş sahibi olabiliyorlar aslında. Analiz ve strateji gerektiren her işe çok güçlü aday olabiliyorlar mesela. Ama benim tercihim akademik işler yönünde. Türkiye’de akademik anlamda bu işi yapabilmek yurt dışına kıyasla çok daha zor bence. Bunun en önemli sebebi Türkiye’de araştırmaya ayrılan kaynakların azlığı. Diğer bir sebep ise Türkiye’deki bu tür pozisyonların iş tanımının daha çok öğretmenlik/danışmanlık çizgisinde bulunması. Akademik araştırma maalesef ikinci planda kalan bir iş tanımı. Şu an ciddi biçimde akademik araştırmalar yapmak istediğim için bir süre yurt dışında kalmayı planlıyorum ama eninde sonunda döneceğimi de biliyorum.
Bütün bunlar olurken, fedakarlıklar yapmak zorunda kaldığını hissediyor musun? Hayalime ulaştım, ama şunlardan vazgeçmek zorunda kaldım gibi…
Her yaptığımız seçim bir şeylerden vazgeçmek aynı zamanda. Benim yaptığım seçimler de bazı şeylerden vazgeçmemi gerektirdi. Doğası gereği araştırma yapmak, insanı zihinsel olarak yalnız kalmaya iten bir meslek bence. En önemli sorunu sosyal ortamlarda hissediyorum. Mesela arkadaşlarıma araştırmalarımın ayrıntılarından bahsedemiyorum çoğu zaman. “Şu ispatı yaparken şöyle bir sorunla karsılaştım” demek zor tabi:) Ya da hafta sonu tatilinde işimi düşünmüyorum diyemiyorum. Eğer bir ispat yapmam gerekiyorsa gecem gündüzüm o soruyu düşünmekle geçiyor. Yurtdışında bulunduğum için ailemle ve Türkiye’deki arkadaşlarımla görüşememek de bu işin bana olan maliyetlerinden sayılabilir.
Şu anda mutlu musun? Sevdiğin işi yapmak sana kendini nasıl hissettiriyor?
Eğitimdir ki , bir milleti ya hür, bağımsız, yüksek bir topluluk halinde yaşatır yada milleti esaret ve sefalete terk eder.
Memleketimizi, milletimizi hedefe ,gerçek mutluluğa ulaştırmak için iki orduya ihtiyaç vardır:Biri vatanını hayatını hiçe sayarak koruyan asker ordusu, diğeri memleketin geleceğini yoğuran irfan ordusudur.Bu iki ordunun ikisi de kıymetlidir,yücedir.Bu iki ordunun ikisi de hayatidir.Ancak bir ülkenin geleceğini belirleyecek olan genç nüfusların eğitiminde en önemli görevi üstlenenler tabiki de irfan ordusudur.
Bir millet eğitim ordusuna sahip olmadıkça savaş meydanlarında ne kadar parlak zaferler elde ederse etsin, o zaferlerin kalıcı sonuçlar vermesi ancak eğitim ordusuyla mümkündür.
Öğretmenler!Cumhuriyetin fedakar öğretmen ve eğitimcileri , yeni nesilleri sizler yetiştireceksiniz ve yeni nesiller sizin eseriniz olacaktır.Eserinizin kıymeti sizin becerinizin ve fedakarlığınızın derecesiyle orantılıdır.
Cumhuriyet ; fikren,ilmen,fennen,bedenen kuvvetli ve yüksek karakterli koruyucular ister.Yeni nesli bu özellik ve kabiliyette yeiştirmek sizin elinizdedir.Sizin başarınız Cumhuriyet ' in başarısı olacaktır.
Okullarda da öğretim vazifesinin güvenilebilir ellere teslimini,memleket evladının o vazifeyi kendine hem bir meslek,hem bir ideal sayacak üstün ve saygıdeğer öğretmenler tarafından yetiştirilmesini sağlamak için , diğer serbest ve yüksek dereceye ,ilerlemeye ve her halde refah sağlamaya uygun bir meslek haline getirilmelidir.Dünyanın her tarfından öğretmenler insan toplumunun en fedakar ve saygıdeğer unsurlarıdır.
ÖĞRETMENLERİMİZİN 24 KASIM ÖĞRETMENLER GÜNÜ'NÜ TEKRAR KUTLUYORUM.
A Cautionary Tale – How Not to Cut IT Costs in a Downturn
Years ago I worked as a Product Line Manager, responsible for development of six products, in the IT organization of a $17 billion dollar public firm. Immediately following senior corporate and IT leadership changes, we implemented an aggressive cost cutting program using the tactics.
Within two years, a once relatively efficient and well-aligned IT shop reached a point where it was incapable of delivering projects and running the systems the business depended on. By the end of this transition, most employees were assigned to three to six simultaneous projects, often at two hundred percent of capacity. Employees didn’t know which projects mattered most, and eventually stopped expecting projects to succeed, as there was no means to remedy impediments.
The largest and most important project in the company, one involving hundreds of IT employees and contractors, was a risky new Customer Care system being implemented on a commercial CRM platform that had never been used this way. Senior Directors and above believed the green status reports they received weekly from the consulting company leading the implementation. The non-executive employees in IT knew the system wasn’t functional, but the IT management team trusted the consulting company more than employees. The system broke the minute it went live, and for more than a month customer accounts couldn’t be serviced and retail stores couldn’t add new customers. For months after that, major outages and account data corruption caused billing errors and service problems for thousands of customers. The US Government levied investigations and fines for regulatory violations because angry customers couldn’t cancel their service to join competitors.
Other departments of the company had similarly spectacular declines in effectiveness and customer service. In three months, millions of customers cancelled their service and switched to competitors; an unprecedented level of churn. The stock price went down to a third of its highs. The company plunged from being the largest, fastest growing, most innovative firm in its industry, to being the only major firm to lose subscribers and earnings in this period. It ceased to be the acquirer of choice, and was bought by a competitor at a price that reflected its distress and disarray. This transformation from industry leader to fire-sale disposition was accomplished in less than a dozen quarters.
So here we are again. The current economic downturn has resulted in contraction of IT Department budgets and a mandate to allocate resources to only the most critical projects, then execute flawlessly. In this paper, I outline some bad, but not uncommon tactical reactions to falling budgets, and describe problems those reactions generate. I also recommend a proven alternative for delivering more value with smaller budgets using an Agile and Lean framework that avoids costly project failures, maximizes ROI of projects undertaken, and lets us have a more adaptable and flexible portfolio of projects.
Introduction - The Need to Do More With Less
A recessionary economy puts pressure on companies to maintain earnings while revenues are static or shrinking. Many of the efficiencies business leaders seek to achieve depend on improved systems and streamlined processes, resulting in increased demand for IT projects at the exact moment when IT departments are most capacity constrained. At the same time, the consequences for waste, inefficiencies, and project failures have become extremely high.
In tough times, the key to improving the strategic value of IT is to resist the pressure to retreat to a “keep the lights on” defensive posture. CIOs must increase relative portfolio investments in projects that raise the impact and yield from IT. In other words, deliver more value, faster and cheaper, while ensuring troubled projects are fixed or terminated. But how is this possible?
The answer is to adopt Lean thinking and Agile software development practices in order to run IT as an Agile portfolio. Industry studies of the ROI of Agile projects are now widespread and prove Agile practices deliver a tremendously positive impact on time-to-market, productivity, customer satisfaction, and the quality of products delivered. With a systematic focus on delivering value and removing waste, Agile is especially compelling in tough financial times. Surveys on Agile adoption rates show that mainstream IT organizations are adopting Agile in droves, so all of our competitors will be reaping the efficiencies of Agile shortly.
So the question becomes: “Can we afford NOT to implement Agile now?”
Common (Mistaken) Tactics in an Economic Downturn
Typical responses I’ve seen to an economic downturn include outsourcing and off-shoring, across-the-board budget cuts, and centralization of IT functions into an IT “service bureau.” While companies may see some initial budget savings, each of these tactics proves to be short sighted. Each brings its own set of problems, but in combination, these cost-cutting tactics are highly damaging, hollowing out the organization’s ability to maintain market share and increase competitiveness.
Cost Cutting Option #1: Ship it offshore
I’ve been the customer and manager of several offshore teams, and working in Professional Services I’ve been the subcontractor performing work in our offshore center for my customers. Of course, it’s the promise of huge labor savings with hourly rates less than half those of US developers that is initially so attractive. I’ve found that while large-scale non-core or “utility” projects can eventually achieve savings through outsourcing, even those cost much more the first year or two of the transition. Cost savings here are possible, but are a longer-term proposition at best.
However, when building core internal business applications or customer-facing systems, I’ve seen that that the total cost of development isn’t reduced at all with off shoring. In my experience with systems involving complex or evolving requirements, the man-hours effort and calendar time required to deliver a release has been as much as double that of local development teams, a year later. Here are the main causes:
• Our offshore development facilities generated much higher levels of waste and rework due to defects and wrongly implemented features, including many features that technically “met the spec” but weren’t usable. We had to mitigate these issues with spending on additional levels of oversight, reviews and communications.
• Our offshore teams required much more detailed specifications than were needed previously. A high-level requirement that would have been sufficient for our local developers who know the business had to become a detailed step-by-step specification describing the “how” instead of the “what” and “why.”
• Our outsourcing contracts erected impediments to quickly responding to our feedback and market changes. This further hurt project ROI and delivery time.
Together these obstacles increase costs and erode value delivered. But, because many of them are “soft” costs, they are less obvious than lower dollars paid per developer-hour.
While I’ve experienced successful offshore initiatives, I’ve learned the hard way that it’s expensive, and only appropriate for non-core projects that aren’t tied to improving market share. Consequently, I have shut down several failed offshore operations, including ones we launched with high expectations and confidence after “learning our lessons” on previous failures.
Cost Cutting Option #2: Bottom 10 or Across the Board?
IT organizations are accustomed to demand for services outstripping their capacity to deliver. Many CIOs, after diligently implementing efficiencies for years, are understandably stunned when the CFO asks for a 10% or greater cut in the IT budget as part of the company’s response to the economic crisis.
In the budget cuts I’ve managed, I’ve never had the luxury of obvious expendable projects or functions to kill in order to find a painless 10% savings. Once a project is approved and in process, there are stakeholders passionate about its preservation. How do we cut and avoid those ugly confrontations with our customers? IT management has two choices: a) lay off the bottom 10% of staff, or b) cut all budgets and initiatives equally to spread the pain “fairly” across all divisions and projects. I’ve worked in environments that alternated cycles of both. The risk here is that management fails to also address workload, thus explicitly or implicitly asking remaining employees to make up the difference with longer hours. As time passes and overtime becomes unsustainable, morale and commitment decay, turnover of the best people grows and quality and project outcomes plummet. Eventually it appears to customers that IT delivers projects ever more slowly and erratically and that quality is a luxury IT can no longer afford.
Instead of falling into the trap, smart CIOs insist that customers clarify priorities among their projects to enable good investment tradeoffs. They insist that appropriate quality and a sustainable pace are non-negotiable constants. They work with their business customers to allocate investments across a portfolio of project opportunities using a transparent capacity and delivery model of IT.
Cost Cutting Option #3: Centralize IT into a “Service Bureau” Model
Another tactic IT leadership implements to cope with shrinking budgets and excess demand is the “Service Bureau” model. Corporate IT emulates an internal IT contracting firm, accepting high-bidder projects to keep the new sources of “revenue” pouring into the department. I’ve seen this tactic give rise to several bad organizational behaviors:
• Rigid and burdensome project change control policies. This way of operating is based on the perception that bureaucratic hurdles and expensive paperwork-driven gates can use change requests to generate additional project budget. It also is conveniently used to deflect blame for excessive delays and costs onto customers who “keep changing their mind.” Besides cost overruns, this limits feedback from customers and makes projects less adaptable and responsive to market forces.
• Highly centralized IT. This is based on the hope that centralized control of resource assignment improves economies of scale in IT utilization. But IT centralization increases separation between customers and the IT personnel serving them. This separation causes both loss of alignment with customer goals and loss of knowledge of the customer’s domain and requirements.
• The creation of strong functional silos where employees report to a Functional Manager who is incanted to fill project resource requests. This model’s premise is that managers who aren’t directly vested in projects will support greater resource flexibility for multitasking and reassignment. Instead, this behavior results in employee incentives and advancement that is divorced from project outcomes and customer satisfaction. In turn, this causes several pathologies:
• Decreased employee commitment to their projects and customers.
• Reduced business and domain knowledge in employees.
• Personnel assigned to multiple simultaneous projects, instead of focusing on the most important. This is based on the delusion that if all the customers’ priorities appear to be “in progress,” customers won’t notice sub-par productivity.
Unfortunately, the tactics explained here negatively reinforce each other, creating a powerful system; a death-spiral of project failures, defects, waste, turnover, and unhappy customers.
Implementing Agile Practices –A Strategic Response to an Economic Downturn
While the tactics above may seem like rational responses to the stress of scarcity in the face of unlimited demand, none ultimately help an organization get more value delivered to the business at less cost. After being involved in hundreds of process improvement scenarios, I can say that there absolutely is a better path: Implement Agile development practices throughout your technology organization. It will yield high return on investment and quickly increase value delivered to customers, especially when your resources are static or decreasing.
Agile practices reflect modern best practices from manufacturing and management. Rally Software specifically coaches our clients in adopting an integrated combination of Lean Software Development, Scrum Project Management, and XP Technical Practices, implemented appropriate to the environment. We have experience implementing these practices with software companies of all sizes, corporate IT departments in every imaginable vertical and size up to the largest public companies, as well as US Agencies and State Government.
Hold the Peanut Butter
Spreading our staff thinly across multiple projects crushes productivity. No customer has to hear a firm “no,” so we avoid hard funding choices, but less value is produced per person- hour of labor. Studies show that the context switching cost of multi-tasking a developer between three tasks is 40 percent, leaving 60 percent of capacity for productive work.In this scenario, schedules slide, project overruns cascade and personnel can’t be released to focus on the next project. Productivity of the whole organization declines. This pattern leads to widespread customer dissatisfaction with IT, and eventually pressure from the Line of Business to simply “outsource the whole mess.”
Technology leaders who want to deliver a maximum-impact IT portfolio in tough economic times implement Agile because Agile organizations:
1. Eliminate project failure risks and unrealized sunk investments.
• Deliver highest value features first, release them early and often
• Measure value delivered (outcomes), not secondary artifacts (outputs)
• Fail fast; terminate investment in projects that don’t prove returns
2. Use Lean principles to strip away the waste preventing you from delivering value – what really matters to the customer. Examples of waste include: inventories and queues, task switching and handoffs, excess production, rework, etc.
3. Re-balance their project portfolio at minimum cost and disruption.
1. Eliminate project failure risks and unrealized sunk investments
It is intuitive that accumulating high levels of sunk investment drives up risk severity. However, it is less obvious that it also drives up risk probability. We all learned in Business 101 class that sunk investment, defined as money spent in the past, should never be considered in making asset allocation decisions for the future. But in real business, the inherent ambiguity of software development encourages us to gamble that the money spent to date will somehow prove to be a good investment if we give the team one more chance to get the project on track. Of course we also dread the prospect of telling our CFO the project must be cancelled at a late stage and treated as a total write-off. These are the roots of optimism that have led to many projects that “smelled” troubled at the three-month mark to zombie-march onward for a year or more before finally being killed with the associated loss of assets and the accompanying acrimony and blame.
Deliver the highest value features first, release early and often
A major benefit of Agile development is its emphasis on early and frequent delivery of features to the user community. Early feedback improves an application’s fit to customers’ actual requirements. This is critical because even the most thoughtfully written specification contains errors, ambiguities, and wrong guesses. Requirements change constantly as our customers learn and the marketplace evolves. Frequent check-ins enables your organization to adjust and adapt at low cost.
When we shorten “time to benefit” by delivering the highest value as early as possible, projects have higher ROI and reduced risk. In long-running, traditional projects, all the financial benefit of using the most important feature is withheld until every last feature, including all low value ones, are completed. A project that yields benefit earlier starts paying for itself earlier as well. Earlier delivery of features ensures the project reaches its self-funding point earlier and therefore consumes less cash.
Measure value delivered (outcomes), not secondary artifacts (outputs)
(Some) Metrics really matter. The most practical method of measuring project status asks one thing before all others, “Was this increment of functionality accepted by the customer?” Following the rules of Agile, the increment is “Done,” if the code, tests, documents and everything needed for release was completed within the iteration. If it meets the customer’s intent, value was delivered. Since the team is getting confirmation at least once a month (preferably every two weeks), the risk of the project deviating far from the “happy path” of customer needs and promised ROI is small.
Why Agile’s early and frequent deliveries matter so much:
Uncertainty is inherent and inevitable in software development processes and products. – Ziv’s Uncertainty Principle
For a new software system, the requirements will not be completely known until after the users have used it.
– Humphrey’s Requirements Uncertainty Principle
It is not possible to completely specify an interactive system. – Wegner’s Lemma
Fail fast to stop projects that waste money
The ability to “fail fast” is another key benefit of Agile. While it doesn’t sound like a wonderful thing, fast failing beat the long and slow kind every time? Empirical measures of project status and value delivered are far less ambiguous and subjective because they reflect value actually accepted by the customer. Projections of a project’s ROI can be based on historical actual. “Failing fast” allows us to fix or kill a bad project long before sunken investment has grown to a huge write-off.
2. Use Lean to strip away waste
Lean manufacturing practices like the Toyota Production System have revolutionized the modern production of goods. Lean focuses on value to the customer, removing all waste (effort that doesn’t add customer value) and optimizing processes for efficiency and quality. Lean processes let workers pull in work just in time and eschews queues and inventory in all its forms, including work in progress. In order to reduce cycle times, Lean emphasizes cross-functional teams performing tasks in parallel, rather than specialization of labor and performing tasks in sequence.
One of the quickest and easiest ways we can deliver more value at less cost is to invest in developing only the right things (and don’t waste money developing the wrong things). Standish Group’s Industry survey indicates that 64% of the features in the average software application are rarely or never used.That means over half the effort, cost, and maintenance that goes into our average projects is waste! Just imagine the jobs you could save and the investments you could fund from a 50% reduction in effort for value delivered!
3. Rebalance your project portfolio at minimum cost and disruption: Agile Portfolio Management
In order to successfully adopt an effective Agile portfolio management and steering process, an organization can implement a number of immediate changes:
Cut the business case requirements to the essential items
For any given project, a high-level business case is usually good enough to compare its ROI to projects in progress or in your backlog. Keep in mind that a business case is a balance between cost and benefit over a specific time interval. Developing the precision of one side (usually cost) way beyond the precision of the other doesn’t improve the business case.
Fast-track projects that promise incremental deliveries with quick ROI
Avoid making big high-stakes project bets whenever possible. This doesn’t mean you shouldn’t undertake ambitious programs, but collaborate with customers to turn big projects into a series of more measurable increments that will have lower risk and higher yield. After the team and customer have shown the ability to deliver value, scale up and accelerate velocity as needed.
Reconsider the portion of the budget your organization calls non-discretionary
In most organizations “keep the lights on” Operating Expenses can account for half to three quarters of the technology budget. This portion of the budget typically isn’t examined as aggressively as Capital Expense investment opportunities, so it hides waste and returns less value than it should. We’ve been able to show customers that 30-40% of their IT budget slated as non-discretionary Operating Expense is actually discretionary.
How do you know when you have an effective Agile portfolio management culture?
Here are a few basic traits you should see:
• Failing projects get fixed fast or killed.
• Some projects end early because the business case is no longer compelling to continue.
• Your organization knows the relative worth of its pipeline of projects, and it can assert that projects in process are more valuable than those in the backlog.
Reprogram the lowest performing 10% of your budget, at minimum, every two years
Ask the business unit leadership to identify the least valuable expenditures in your technology budget to allocate it to higher yield initiatives. This process will help you deliver more value and will have a positive cultural impact by demonstrating that the organization is committed to aggressively managing the portfolio for value delivery. This is good for all functions in the organization.
Conclusion
At a time when budgets everywhere are being slashed, CIOs are under more pressure than ever to cut costs. In this paper, we’ve looked at examples of cost cutting tactics that don’t work and showed how they can even cause long-term damage to an organization. In contrast, we’ve also examined how using Agile and Lean principles can increase delivery value, while simultaneously cutting costs in a way that builds strength and innovation. With Agile and Lean, IT can help the business respond and adapt to the speed of the market, enable innovation and keep the business ahead of its competitors.
Some of the suggestions offered may be difficult to implement, and some may be beyond the control of the CIO, but establishing an Agile portfolio management process will help IT lead the company in strategic value delivered per dollar consumed. If IT can help align their customers around measurable value delivered, and set transparent measurable standards for investment allocation and performance measurement, the strategic value IT delivers to the company will be enormous and conspicuous.
Evan Campbell – MBA, CISA, CSM, Vice President of Professional Services, Rally Software Development
Making You the Most Viable Next Hire Being flexible, creative and adaptable in today’s economy is the cornerstone to survival. The job search is no different and, with unemployment rising, requires just as much vigilance. One way you can keep your options open and make yourself even more marketable is by considering Consulting in addition to your quest for full-time employment. Often perceived as an “either-or” scenario, Consulting offers you just as many benefits as it does your “would be” employer:
Track record of Fixing Problems? Career wise, people typically fall into one of two categories: those who thrive on problem solving and the prospect of a new challenge –or- someone who is exceptionally good at steering the ship once it is on course. If the thought of fixing something that is broken appeals to you (versus has you thinking about reaching for the Tylenol), then Consulting might be an avenue to explore.
A More Flexible Interview Quite often, what a company needs is someone to tackle a specific problem, not a new full-time employee. Identifying this in the interview and being able to present yourself as the solution to their problem (at a lower cost), can ultimately create a job tailor made for you and your skill set. No one can compete against that.
Dating Before Marriage A consulting engagement can give you the opportunity to see if this company is a nice place to visit or a great place to live. The only thing worse than a prolonged job search, is ending up in a position that results in you being unemployed again in 6-12 months. Consulting lets you do more due diligence than you could ever accomplish in an interview.
“Consulting” on Your Resume To many recruiters, seeing “consulting” as your current role without any clients/engagements is just a way to dress up being out of work. But, with a list of key accomplishments at those engagements, you show that you are in demand, have more control over your search and are broadening your experience. The latter is extremely important if you are looking to transition industries.
Change Agent For companies looking to make some sort of change internally (and you should like this if you have a track record of fixing problems), consulting is a more preferred approach versus hiring a permanent employee. It is much easier to come in as a consultant, effect the course correction and then hand it off to the internal leadership.
Money Besides the obvious benefit of having income during your search, it also gives you breathing room to be more objective in selecting your next job.
It’s Easier to Find a Job When You Already Have One So much of what makes this true is that fact that when you are employed, you tend to be a bit more objective because you have a “bird in hand.” Consulting (in addition to easing that financial strain, which helps here) can provide the self-assurance that comes along with being employed, which can get whittled away while unemployed.
Presenting yourself as a viable consultant or full time employee isn’t mutually exclusive. Rather, they are simply two sides to the same coin. For the companies where you interview, this will only make you more viable and versatile in your eyes. For you, there is nothing to lose. The worst thing that happens here is you generate some income to inevitable financial strain of your job search. On the other hand, you might just find through this process that you discover your next career move.
Bağdat Caddesi
Gel de parmaklara hakim ol, yapma bir Caddebostan, Bağdat Caddesi nostaljisi şimdi!...diğer bir deyişle 'Karşı taraf' . Cok uzun seneler yazları gittiğim, son yıllarda ise her Türkiye'ye gittiğimde kaldığım Istanbul'un bir başka eşşiz köşesi. 1960'lı 70'li yıllarda köşkleriyle, bahçelerinden salkım salkım sarkan ortancalarıyla, billur gibi denizliyle, 'sayfiye' yeri olmasıyla meşhur Erenköy, Suadiye, Caddebostan.
Dükkanların az, ağaçların çok olduğu, bunca yıl geçmesine rağmen hala güzelliğini koruyan Bağdat Caddesi. On, onbir yaşımdan itibaren yazlarım geçti oralarda. Sokaklarda oynanırdı o zamanlar, öyle pek araba filan geçmezdi. Doyasıya bisiklete binilir, el birakarak gitmek büyük marifet sayılır Erenköy, Saskınbakkal, Göztepe bisikletle rahat rahat gidilir dönülürdü. Deniz için bazı sokakların denize vardıkları noktalarda bulunan kayıkhanelerden saatlik ücretle kayık kiralanır, kadın erkek kürek çekmeyi bilir, kayıktan denize girilirdi. Bazı gençler dalıp iskele ayaklarından midye toplar bazıları ise sığ kumda zıpkınla vatos avlarlardı. Sokaklardan dondurmacılar geçerdi o zamanlar. Simdiki gibi binbir çeşit ne gezer 'Dondurma, Kaymaaak' diye bağıran dondurmacının küçücük arabasında sadece kaymaklı ve limonlu dondurma olur, bazen ise çeşit olsun diye vişneli bulunurdu.
Caddebostan Plajı'nın yanı sıra bir de üyelikle girilebilen klüpler vardı. Marmara Yelken Klubü başta olmak üzere, Balıkadamlar, Caddebostan Yat Klübü ve İstanbul Yelken. Eğer bunlardan birine üyeyseniz veya üye bir arkadaşınız varsa bazı sporları yapma veya izleme olanağınız olur, voleybol, ping pong oynar, kıyıdan yelkenlilerin yarışlarını izlerdiniz. Denizin ortasında ise köfteciler vardı. Bunlardan aklımda kalanı ise mayomuzun kenarına sıkıştırdığımız parayla yüzdüğümüz, veya kayıkla yanaştığımız 'Fıştak'tı. Dönerken yüzülüyorsa demirlemiş kayıklara tutuna tutuna, dinlene dinlene yüzülürdü.
Akşamüstüne doğru herkesi bir 'piyasa' heyecanı alırdı. Saçlar yıkanır, bildiğımız ütüyle ütülenerek düzeltilir, ve (Bağdat) Cadde'ye binbir tur atmaya çıkılırdı. Bir aşağı, bir yukarı. Parkur ise genellikle Santral Durağı'ndan Saşkınbakkala kadardı. O zaman 'cafe' adeti bir elin parmaklarını geçmez, 'Borsa'da yer bulabilmek için hızlı davranmak gerekir, 'Divan' ise gençlere çok pahalı geldiğinden ancak hafif 'yaşı geçmiş'lerin duraklama mekanı olurdu. Hali varaba sahiakti oldukça yerinde olan birkaç genç ise bir aşağı bir yukarı arabayla giderek Mustang veya Corvette'leriyle gelene geçene hava atarlardı.
Geceleri ise açık hava sinemalarının keyfine doyulmazdı. Caddebostan'daki Ozan Sineması'nda genellikle Türk filmleri oynar, çıkınca biraz aşağıda, Caddebostan Maksim Gazino'sunun (MIGROS)yakınındaki büfe'de 'zümküfül' yenirdi (Bir çeşit sosisli sandoviç ) Yabancı filmlerin mekanı ise Budak Sineması'ydı (Şimdiki CKM). Yastıgını kapıp tahta iskemlelere yerleştirdikten sonra, çekirdeğini çıtlatarak izlenirdi filmler. Bazen bu sinemalarda Cem Karaca gibi o zamanın ünlü sesleri konserler verir, bazıları ağaç tepelerinden konser izlerdi.
Sonra sonra o köşkler birer birer yıkılmaya, yerlerin uzun uzun binalar dikilmeye, Cadde'deki evlerin yerlerini dükkanlar almaya, arabalar çoğalmaya, faytonlar yok olmaya, tekerlekli dondurmacıların yerini Algida'cılar almaya başladı. Ama ne mutlu ki tüm büyümeler, kalabalıklaşmalar rağmen 'Cadde'yi bozmayı başaramadı! O hala 'Cadde', İstanbul'un ,Türkiye'nin en güzide caddesi hala boydan boya yürümekten zevk aldığım, bir yerde oturup geleni geçeni izlemenin keyfini her yıl bir iki hafta yaşayabildiğim bir yer.
Galata' ya dogru...
The best way to improve health care requires physicians and other stakeholders
My honest approach for how to improve the care is to support a methodology such as being self-serving. I would like to start a program to introduce a software-based point-of-care tool for obtaining patient feedback. This real time information can be used with clients to positively impact the patient experience, nurse engagement, physician (soft skills) competence and overall quality. In my perspective the criteria for fulfilling the demand for finding the best way to improve healthcare is that it need be simple to implement, impactful and cost effective. The most impact to healthcare improvement will come from process improvement and healthcare provider recruitment AND retention. The by-products will be reduced cost of care and improved patient satisfaction. This applies to hospitals and private practices. Based on current studies and the economy, supplying adequate healthcare to the community is already tough and is going to get more challenging. Recruiting sufficient healthcare coverage will boost revenue and provide some improvement to patient satisfaction (wait time and access). However, failure to retain the medical staff will significantly hurt the outcome. With high demand and low supply, it will be well worth the time and money to present "we have the greenest pastures here". The method mentioned above may be called such as point-of-care through successful implementations that may turn in to popular key parts of process improvement. You need to have some feedback from the patients and the physicians in order to measure the processes that should be or are currently being improved. In order to achieve this you have to create the acronym HOSPITAL to help those in Healthcare recall the numbers of different types of inefficiencies in any medical facility. Those who have been exposed to Six Sigma and Lean have an appreciation for improvement opportunities and generally view things through differently trained eyes that can see within all those facilities. Publishing the results of the similar programs online may offer a transparent access to the consumers to monitor these inefficiencies. Welcoming any feedback relative to this and encourage your staff to consider this method or similar training methods for their teams will be highly critical for the outcome. We have to understand that it is impossible to solve a problem that we are unaware of. By providing even the most basic tools at the lowest level possible, these problems have a way of surfacing. While everyone recognizes that healthcare systems and organizations need to improve, I think not enough time is spent on firstly identifying the key stakeholders, and secondly properly ENGAGING them. I strongly believe that not enough time is spent trying to engage physicians in this process. In my experience too many of these "improvement strategies" are top-down decisions by non-clinical managers who failed to conduct any research into what physicians might want or what stumbling blocks there are/were to get them to adopt the new technologies. EMR/EHR/CPOE are prime examples - all of these require a breakdown in the normal activity flow of providers, as it requires them to either find and log on to a terminal or carry a bulky instrument. Almost all clients and colleagues I have worked with resent and resist those methods. And look how few MDs are part of Healthcare consulting firm teams. IMHO, I believe more energy should be spent engaging rather than alienating MDs as a first step, then doing the same for patients in order to get buy in from the two key stakeholders as I see it. I've always found that engaging these stakeholders on projects from the beginning results in more buy-in and most importantly, better recommendations/outcomes (a better product).
ULTIMATE RESULTS
Ilhan Arsel
BJK FOREVER
Karga kartalların sırtına oturur ve boynunu ısırır. Kartal cevap vermez, kargayla savaşmaz; kargaya zaman veya enerji harcamaz, bunun yerine sadece kanatlarını açar ve göklerde yükselmeye başlar. Uçuş ne kadar yüksek olursa, karganın nefes alması o kadar zor olur ve sonunda karga oksijen eksikliği nedeniyle düşer. Kartaldan öğrenin ve kargalarla savaşmayın, sadece yükselmeye devam edin. Yolculuk için gelebilirler ama yakında düşecekler. Dikkat dağıtıcı şeylere yenik düşmenize izin vermeyin....yukarıdaki şeylere odaklanmaya devam edin ve yükselmeye devam edin!! Kartal ve Karga dersi
Do whatever it takes for the recruiter or employer to contact you instead of vice versa. There are a number of methods to achieving this, one is to get yourself referred to a recruiter via somebody else. Another way is to work away on your personal branding, start getting active online, give talks in your field and raise your profile. Employers and recruiters will be all over you like ducks on a june bug.
