{"id":2554,"date":"2026-04-13T13:19:26","date_gmt":"2026-04-13T10:19:26","guid":{"rendered":"https:\/\/www.gultekinaltuntas.com\/?p=2554"},"modified":"2026-04-13T13:19:28","modified_gmt":"2026-04-13T10:19:28","slug":"kurumsal-hayatta-dogru-neden-yetmez","status":"publish","type":"post","link":"https:\/\/www.gultekinaltuntas.com\/?p=2554","title":{"rendered":"Kurumsal Hayatta \u201cDo\u011fru\u201d Neden Yetmez?"},"content":{"rendered":"\n

(Modern Organizasyonlar\u0131n G\u00f6r\u00fcnmeyen Hatalar\u0131)<\/strong><\/p>\n

Kurumsal hayatta s\u0131k duyulan bir c\u00fcmle vard\u0131r:<\/p>\n

Do\u011fruyu yaparsan kazan\u0131rs\u0131n.<\/strong><\/p><\/blockquote>\n

Kula\u011fa mant\u0131kl\u0131 gelir.<\/p>\n

Hatta adil g\u00f6r\u00fcn\u00fcr.<\/p>\n

Ama ger\u00e7ek \u00e7o\u011fu zaman farkl\u0131d\u0131r.<\/p>\n

\u00c7\u00fcnk\u00fc i\u015fletmeler do\u011frulukla de\u011fil, uyumla \u00e7al\u0131\u015f\u0131r.<\/i><\/strong><\/p>\n

Do\u011fru Olmak \u2260 Kabul G\u00f6rmek<\/strong><\/p>\n

Bir fikriniz vard\u0131r.<\/p>\n

Veriye dayan\u0131r.<\/p>\n

Mant\u0131kl\u0131d\u0131r.<\/p>\n

Hatta uzun vadede en do\u011fru se\u00e7enektir.<\/p>\n

Ama toplant\u0131da kabul g\u00f6rmez.<\/p>\n

Neden?<\/p>\n

\u00c7\u00fcnk\u00fc kurumsal kararlar yaln\u0131zca \u015fu \u00fc\u00e7 \u015feyle al\u0131nmaz:<\/p>\n

    \n
      \n
    1. Veri,<\/li>\n
    2. Analiz ve\/veya<\/li>\n
    3. Mant\u0131k.<\/li>\n<\/ol>\n<\/ol>\n

      \u015eu \u00fc\u00e7 \u015fey de en az onlar kadar etkilidir:<\/p>\n

        \n
          \n
        1. G\u00fc\u00e7 dengesi,<\/li>\n
        2. \u0130li\u015fki a\u011f\u0131 ve\/veya<\/li>\n
        3. Zamanlama.<\/li>\n<\/ol>\n<\/ol>\n

          Bu y\u00fczden,<\/p>\n

          Do\u011fru olan fikir her zaman kabul edilen fikir de\u011fildir.<\/strong><\/p><\/blockquote>\n

          \u0130\u015fletmeler S\u00fcrt\u00fcnmeyi Sevmez!<\/strong><\/p>\n

          Do\u011fru fikirler \u00e7o\u011fu zaman rahats\u0131z eder.<\/p>\n

          \u00c7\u00fcnk\u00fc<\/p>\n

            \n
              \n
            1. Mevcut d\u00fczeni sorgular,<\/li>\n
            2. Al\u0131\u015fkanl\u0131klar\u0131 bozar ve\/veya<\/li>\n
            3. Konfor alan\u0131n\u0131 zorlar.<\/li>\n<\/ol>\n<\/ol>\n

              \u0130\u015fletmeler ise do\u011falar\u0131 gere\u011fi \u015funu ister:<\/p>\n

              \u0130stikrar…<\/i><\/strong><\/p>\n

              Bu y\u00fczden sistem \u015funu yapar:<\/p>\n

                \n
                  \n
                1. Uyumlu olan\u0131 tercih eder,<\/li>\n
                2. Sorgulayan\u0131 yava\u015flat\u0131r ve\/veya<\/li>\n
                3. Direnci minimize eder.<\/li>\n<\/ol>\n<\/ol>\n

                  Sonu\u00e7?<\/p>\n

                  En do\u011fru fikir de\u011fil, en az diren\u00e7 yaratan fikir kazan\u0131r.<\/strong><\/p><\/blockquote>\n

                  Uyum: G\u00f6r\u00fcnmeyen Ba\u015far\u0131 Kriteri<\/strong><\/p>\n

                  Resmi performans kriterlerinde yazmaz.<\/p>\n

                  Ama kurumsal hayatta g\u00fc\u00e7l\u00fcd\u00fcr:<\/p>\n

                  Uyum…<\/i><\/strong><\/p>\n

                  Uyum sa\u011flayan \u00e7al\u0131\u015fan,<\/p>\n

                    \n
                      \n
                    1. Sistemi zorlamaz,<\/li>\n
                    2. Karar s\u00fcre\u00e7lerini h\u0131zland\u0131r\u0131r ve\/veya<\/li>\n
                    3. Y\u00f6neticiyi riske atmaz.<\/li>\n<\/ol>\n<\/ol>\n

                      Bu y\u00fczden \u00e7o\u011fu i\u015fletmede \u015fu durum olu\u015fur:<\/p>\n

                        \n
                          \n
                        1. Do\u011fru s\u00f6yleyen, zor insan olur ve\/veya<\/li>\n
                        2. Uyum sa\u011flayan \u201ciyi \u00e7al\u0131\u015fan\u201d olur.<\/li>\n<\/ol>\n<\/ol>\n

                          Hakl\u0131 Olmak Neden Yetmez?<\/strong><\/p>\n

                          \u00c7\u00fcnk\u00fc i\u015fletmeler,<\/p>\n

                          Hakl\u0131 olan\u0131 de\u011fil, y\u00f6netilebilir olan\u0131 tercih eder.<\/strong><\/p><\/blockquote>\n

                          Hakl\u0131 olmak \u00e7o\u011fu zaman,<\/p>\n

                            \n
                              \n
                            1. Tart\u0131\u015fma yarat\u0131r,<\/li>\n
                            2. Zaman al\u0131r ve\/veya<\/li>\n
                            3. Belirsizlik \u00fcretir.<\/li>\n<\/ol>\n<\/ol>\n

                              Oysa y\u00f6netim \u015funu ister:<\/p>\n

                                \n
                                  \n
                                1. H\u0131zl\u0131 karar,<\/li>\n
                                2. D\u00fc\u015f\u00fck risk ve\/veya<\/li>\n
                                3. Y\u00fcksek \u00f6ng\u00f6r\u00fclebilirlik.<\/li>\n<\/ol>\n<\/ol>\n

                                  Bu y\u00fczden,<\/p>\n

                                  Hakl\u0131 olmak, sistem i\u00e7inde avantaj de\u011fil,\nbazen maliyet haline gelir.<\/strong><\/p><\/blockquote>\n

                                  Sessiz Adaptasyon<\/strong><\/p>\n

                                  Bir s\u00fcre sonra \u00e7al\u0131\u015fanlar sistemi \u00f6\u011frenir.<\/p>\n

                                  Ve \u015funu fark eder:<\/p>\n

                                  Do\u011fru olmak yetmiyor.<\/strong><\/p><\/blockquote>\n

                                  Bunun yerine ne yaparlar?<\/p>\n

                                    \n
                                      \n
                                    1. Daha az itiraz ederler,<\/li>\n
                                    2. Daha \u00e7ok uyum sa\u011flarlar ve\/veya<\/li>\n
                                    3. Daha az risk al\u0131rlar.<\/li>\n<\/ol>\n<\/ol>\n

                                      Bu s\u00fcre\u00e7 g\u00f6r\u00fcnmezdir.<\/p>\n

                                      Ama etkisi b\u00fcy\u00fckt\u00fcr:<\/p>\n

                                      \u0130\u015fletmeyi d\u00fc\u015f\u00fcnmeyi kaybeder.<\/i><\/strong><\/p>\n

                                      Stratejik K\u00f6rl\u00fck<\/strong><\/p>\n

                                      Buradaki en b\u00fcy\u00fck risk \u015fudur:<\/p>\n

                                      \u0130\u015fletme kendini ba\u015far\u0131l\u0131 zanneder.<\/p>\n

                                      \u00c7\u00fcnk\u00fc<\/p>\n

                                        \n
                                          \n
                                        1. S\u00fcre\u00e7ler h\u0131zl\u0131d\u0131r,<\/li>\n
                                        2. \u00c7at\u0131\u015fma azd\u0131r ve\/veya<\/li>\n
                                        3. Herkes uyumludur.<\/li>\n<\/ol>\n<\/ol>\n

                                          Ama perde arkas\u0131nda \u015fu olur:<\/p>\n

                                            \n
                                              \n
                                            1. Alternatifler \u00fcretilmez,<\/li>\n
                                            2. Hatalar ge\u00e7 fark edilir ve\/veya<\/li>\n
                                            3. \u0130novasyon zay\u0131flar.<\/li>\n<\/ol>\n<\/ol>\n

                                              Do\u011fruyu Ta\u015f\u0131mak Cesaret \u0130ster!<\/strong><\/p>\n

                                              Kurumsal sistemlerde do\u011fruyu savunmak:<\/p>\n

                                              Teknik bir mesele de\u011fildir.<\/p>\n

                                              Politik bir meseledir.<\/p>\n

                                              Bu y\u00fczden ger\u00e7ek liderlik \u015fudur:\n

                                              Yaln\u0131zca do\u011fruyu bilmek de\u011fil, do\u011fruyu ta\u015f\u0131yabilmektir.<\/strong><\/p><\/blockquote>\n

                                              Sonu\u00e7: Do\u011fru Yetmez, Tasar\u0131m Gerekir.<\/strong><\/p>\n

                                              Kurumsal hayatta ba\u015far\u0131l\u0131 olmak i\u00e7in do\u011fru olmak gerekir ama yetmez.<\/i><\/strong><\/p>\n

                                              \u015eunlar da gerekir:<\/p>\n

                                                \n
                                                  \n
                                                1. Do\u011fruyu anlatabilmek,<\/li>\n
                                                2. Do\u011fruyu konumland\u0131rabilmek ve\/veya<\/li>\n
                                                3. Do\u011fruyu sistem i\u00e7inde ya\u015fayabilir hale getirmek.<\/li>\n<\/ol>\n<\/ol>\n

                                                  \u00c7\u00fcnk\u00fc<\/p>\n

                                                  \u0130\u015fletmeler do\u011frularla de\u011fil, tasarlanm\u0131\u015f davran\u0131\u015flarla \u00e7al\u0131\u015f\u0131r.<\/strong><\/p><\/blockquote>\n

                                                  Son Soru<\/strong><\/p>\n

                                                  Siz ger\u00e7ekten do\u011fruyu mu savunuyorsunuz, yoksa sistemin kabul edece\u011fi kadar\u0131n\u0131 m\u0131?<\/strong><\/p><\/blockquote>\n

                                                  Cevap, kariyerinizin y\u00f6n\u00fcn\u00fc belirleyebilir.<\/p>\n

                                                  Bir sonraki yaz\u0131mda g\u00f6r\u00fc\u015fmek \u00fczere, kendinize iyi davran\u0131n!<\/p>\n

                                                  Kaynak\u00e7a<\/strong><\/p>\n

                                                    \n
                                                      \n
                                                    1. Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Prentice Hall.<\/li>\n
                                                    2. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.<\/li>\n
                                                    3. March, J. G. (1994). A primer on decision making: How decisions happen. Free Press.<\/li>\n
                                                    4. Pfeffer, J. (2010). Power: Why some people have it and others don’t. HarperBusiness.<\/li>\n
                                                    5. Simon, H. A. (1997). Administrative behavior (4th ed.). Free Press.\n<\/li>\n<\/ol>\n<\/ol>\n\n\n\n\n\n","protected":false},"excerpt":{"rendered":"

                                                      (Modern Organizasyonlar\u0131n G\u00f6r\u00fcnmeyen Hatalar\u0131) Kurumsal hayatta s\u0131k duyulan bir c\u00fcmle vard\u0131r: Do\u011fruyu yaparsan kazan\u0131rs\u0131n. Kula\u011fa mant\u0131kl\u0131 gelir. Hatta adil g\u00f6r\u00fcn\u00fcr. Ama ger\u00e7ek \u00e7o\u011fu zaman farkl\u0131d\u0131r. \u00c7\u00fcnk\u00fc i\u015fletmeler do\u011frulukla de\u011fil, uyumla \u00e7al\u0131\u015f\u0131r. Do\u011fru Olmak \u2260 Kabul G\u00f6rmek Bir fikriniz vard\u0131r. Veriye dayan\u0131r. Mant\u0131kl\u0131d\u0131r. Hatta uzun vadede en do\u011fru se\u00e7enektir. Ama toplant\u0131da kabul g\u00f6rmez. Neden? \u00c7\u00fcnk\u00fc kurumsal<\/p>\n","protected":false},"author":1,"featured_media":2586,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"advanced_seo_description":"","jetpack_seo_html_title":"","jetpack_seo_noindex":false,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[153,1],"tags":[692,594,307,513,691,329,489,306,542,497,34],"class_list":["post-2554","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blogum","category-duyuru","tag-guc-ve-politika","tag-is-hayati","tag-karar-verme","tag-kurumsal-kultur","tag-kurumsal-yasam","tag-liderlik","tag-organizasyonel-davranis","tag-orgut-kulturu","tag-orgutsel-davranis","tag-performans-yonetimi","tag-stratejik-yonetim"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/www.gultekinaltuntas.com\/wp-content\/uploads\/2026\/04\/dr.-gultekin-altuntas-69dcc2a16035c.png?fit=1024%2C1024&ssl=1","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p5nO7q-Fc","jetpack-related-posts":[],"amp_enabled":true,"_links":{"self":[{"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/posts\/2554","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=2554"}],"version-history":[{"count":28,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/posts\/2554\/revisions"}],"predecessor-version":[{"id":2583,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/posts\/2554\/revisions\/2583"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=\/wp\/v2\/media\/2586"}],"wp:attachment":[{"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=2554"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=2554"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.gultekinaltuntas.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=2554"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}