Systemal pressures:

SUSTAINABILITY: Human sustainability and developments in the field of health 

SUSTAINABILITY: Environmental sustainability (dwindling resources) and developments in environmental technologies

Demographic changes (increased diversity in areas such as migration, ethnicity, age, gender and generations) 

Technology and digitalisation – personalised models (management of big data)

The shift in the balance of power and a new understanding of capitalism

What employees expect:

A sense of belonging to the whole, a search for meaning and the opportunity for self-fulfilment

An ethical approach to work and a sense of corporate citizenship in line with human values

A demand for happiness, authenticity and flexibility, and a desire for different working models

A new approach to leadership characterised by virtue, sincerity, wisdom, a spirit of service and profound spiritual depth

Competencies necessitated by new business models:

Technical competencies capable of meeting the need for the rapid development of technical skill sets (an increase in technology that complements, rather than replaces, humans, due to growing investment in automation and artificial intelligence)

High cognitive flexibility, encompassing problem-solving and critical thinking.

The inclusion of cognitive flexibility (an individual’s ability to adapt to specific situations, switch from one line of thought to another, or approach different problems with multifaceted strategies) amongst the sought-after competency sets.

As can be seen from the summary above, the fifth wave we are currently experiencing, and the new wave to come, are imposing new, learning-oriented organisational structures on companies. Models based on different forms of collaboration (temporary, part-time, independent working models) – which are free from hierarchy, have low levels of bureaucracy, and are formed by problem- and solution-oriented structures created by internal cell models and ‘Gigs’ (a term originating from the music industry, used to describe musicians who take on short-term gigs and perform on stage. a new economic model created by freelance workers) are beginning to come to the fore in today’s organisational structures. Partly due to the impact of the pandemic, flexible working models have become one of the preferred options for companies, as opposed to the traditional office-based working system. Research indicates that structures where individuals leave the traditional workplace to contribute to organisations or projects from outside the organisation are on the rise worldwide. Alongside this growth, there is a need for large organisations to redesign their working models. Furthermore, issues of diversity, equality and inclusion within organisations are emerging as areas where organisations must work to develop their capabilities.

When the pressures imposed by the system and employees’ expectations—as sub-categories of systemic and human dynamics—converge, the need for organisational structures to change becomes apparent. Companies that once defined success in terms of EBITDA figures still define EBITDA as a criterion for success today, but they also describe their success using a variety of other metrics. Nobel Prize-winning economist Muhammad Yunus uses the concept of ‘social enterprises’ for evolving organisations and states that ‘non-profit-oriented’ companies will play a greater role in the business world. Whilst organisations were previously judged solely on whether they were profit- or benefit-oriented, this new paradigm now incorporates social impacts as well. Governments are also adjusting their regulations to support organisations that do not aim to make a profit. (An example of such regulations is the introduction of new legislation for social enterprises in the US state of Vermont, designed to address this new objective.)

The developmental, service-oriented leader brought about by the fifth wave ‘serves the whole of society’ and, by exemplifying virtues such as kindness, integrity, teamwork, meaning-making, harmony and wholeness, embodies the broadest definition of the term ‘influence’ “facilitators” (enablers) who “stir up their employees’ aspirations to become the best versions of themselves”—whatever name is given to the leadership of the future, it is thought that these qualities will form the essence of that definition. As can be seen, the reactivity of the 19th century gave way to proactivity in the 20th century and to ‘co-activity’ in the 21st century. By correctly understanding the context of the era we find ourselves in and directing efforts towards improving and developing it, this will also usher in an era of thinking together, creating together, working together and managing together.  

Pınar Ersoy Özdoğru

Secondly, for most of us, there is the time spent travelling. In a metropolis like Istanbul, if our home and workplace are not reasonably close, we regard traffic as an unavoidable part of our daily routine. If, at best, we spend nine hours a day at work, two hours commuting, and feel compelled to set aside a reasonable amount of time for sleep, that leaves us with no more than five or six hours to spare. We put off reading what we’d like to read, doing what we’d like to do, and seeing everyone and everything else we’d like to see until holidays that never seem to arrive. It’s a shame, but we’ve wasted at least 240 days a year in this way. 

Yet, amidst these limited and precious hours, we never neglect to stare at a screen. At work, on the way, at home, in a café, whilst waiting somewhere, whilst chatting with a neighbour… Although the advent of smartphones dates back only 15 years, we’ve embraced digitalisation with every fibre of our being. Being online has now taken on a place in our lives as essential as eating and drinking. 

According to the Digital 2022 Global Overview Report^[1], published regularly in partnership with We Are Social and Hootsuite, 70 million of our 85 million registered population are online. As a nation, we spend an average of three hours a day on social media. Despite having the world’s fourth-slowest internet connection, Turkey ranks as the sixth most active country in the world when it comes to social media use. As of the start of 2022, Turkey remains the country with the highest level of Instagram usage globally. What can we say? We’ve simply grown to love keeping a record of our lives on Insta. We’re also the 7th country in the world for video game play. We’re the sixth-biggest online shoppers. We love buying cryptocurrency. We’re the country that buys the most cryptocurrency in the world – hurrah! We’re also right up there when it comes to using online streaming services like Netflix. What can we say? We’re a nation with a high level of digital adaptation, that’s for sure.

Even if we can’t have the lives we dream of, we experience the irresistible lightness of watching the lives we think we have, or of taking on a different identity in that virtual space. This, in a way, is a means of escaping reality or shaking off the weight of daily routines. On the other hand, we’re constantly reminded—as a nagging voice in the back of our minds tugs at us—that the hours we devote to the screen aren’t being spent on useful or meaningful pursuits, but are simply time wasted. We cannot help but feel a pang of conscience at the thought that we might be squandering a significant portion of the balance in our ‘time bank’—a balance whose exact amount we do not even know.

For those who equate digital adaptation with modernity, these statistics may seem encouraging, but the news is actually bad. If we set aside the sense of emptiness that comes from squandering most of our time, we may well be the country most affected by digital deformation. The decline in our attention spans, the fact that we’re cementing our position as the country with the world’s most pitiful book-reading rates, and our ranking as second-to-last in the world for learning new things^[2] – when read alongside all this data, the problem becomes all the more apparent. Whilst we take comfort in the hypnotic effect our babies experience when we put a mobile in their hands, and in the fact that we’ve fed them by shoving food into their mouths, on the other hand, our children—whose mental nourishment we have neglected by failing to teach them to ask questions, to question, to read and to learn—are entering the system as fresh recruits. 

So how are we going to break this vicious circle? The conclusion of this article should not be tied to romantic yet unrealistic inspirations—such as opening a guesthouse in an Aegean town to savour life, or tending your vineyard and vegetable patch to immerse yourself in nature—which few people will ever be able to realise. Nor should it suggest the simplest of solutions, such as a screen detox, a systematic slowdown or mindfulness exercises. On the contrary, might there be a way to improve the quality of life right where we are, within our current circumstances? Is there no way to have less time wasted and to start doing something more meaningful?

Instead of trying to radically change our lives, let’s allow small but steady steps to bring about transformation. Starting with just 15 minutes a day. Yes, let’s start with just 15 minutes and make a difference in our lives. 

Not being able to set aside just 15 minutes from the average three hours we spend on social media each day is no excuse. We may not change the world with 15 minutes a day, but we can add something different, educational, healing and even soul-nourishing to our world.

We could start by reading something. We could pick up a book and read for just 15 minutes a day. So what if it takes five months to finish the book? Who cares? As long as we don’t give up.

Members of the ‘I understand English but I just can’t speak it’ club always have course plans they keep putting off until next spring. Instead of courses with an uncertain future, those rusty skills can be polished away with just 15 minutes today. We could even start learning a new language.

We could try to learn to play an instrument. Even if we only manage to play a few melodies in the end, drawing on the expertise of virtuosos who’ve dedicated their lives to it, how wonderful that would be.

We could do some handicrafts, such as sewing or embroidery. Even if we’ve never touched a crochet hook or knitting needles before, and even knowing full well that the jumper we start this winter won’t be finished by next winter… Never mind—let’s just carry on knitting…

If we have fifteen minutes to spare, we can do some physical exercises. In fact, I can personally do those exercises that the doctor I visited for my back problems went to great lengths to demonstrate—and, as if that weren’t enough, handed me the instructions on a piece of paper. If I’m consistent enough, perhaps even my poor posture will improve.

Or we could go for a walk. A brisk walk covers 1.5 kilometres in 15 minutes, which is nearly 2,000 steps. Although this falls short of the 10,000 steps experts recommend for health, if we keep it up regularly, it counts as exercise in its own right.

We could knock on the doors of our elderly neighbours, whose doors hardly anyone ever opens, and whom we rarely get round to visiting amidst the hustle and bustle of life because we ‘can’t find the time’. Or we could look for a creative way to do something for someone in need. After all, with so many studies already demonstrating the link between personal happiness and bringing benefit to others…

The possibilities are endless. There is certainly an option for each of us that will bring joy, healing and nourishment into our lives, within our own means. There’s no need to make a big deal of it. Just fifteen minutes a day. But under no circumstances should we give it up. The magic word here is consistency.

Emine Ebru Arslan

^[1] https://wearesocial.com/uk/blog/2022/01/digital-2022-another-year-of-bumper-growth-2/

^[2] https://news.gallup.com/interactives/248240/global-emotions.aspx

Actually, I shouldn’t be surprised; it is certainly true that the human brain feels more secure when dealing with information that it has defined, categorised and stored, and to which it has assigned an adjective from its lexicon. That is why models, jargon and pithy sayings built around categories and generalisations find an audience so easily. Generational language is just such a thing. In particular, the discourse and labels surrounding Generation Z—as children of the digital world who were born into it rather than having to learn the technology—are a major source of content on social media. Both the ‘older’ people from the pre-digital world and Generation Z itself attempt to squeeze an entire generation into a single human identity by making generalised labels, even though everyone’s portrayal is from their own perspective…

Whilst those of the older generation tend to characterise young people as impatient, indecisive, anxious, quick to give up in the face of obstacles, selfishly prioritising their individuality, and lacking social skills, young people describe themselves as a generation that is integrated with the world, does not judge differences, chooses to live life embracing multiple identities, and socialises whilst upholding their individuality.

The spirit of the times is, of course, shaping the children it nurtures with shared characteristics, but I fear the limitations of trying to squeeze an entire generation into a single mould through the medium of social media. 

These children may or may not be impatient. They may reject patience as an act of defiance against parents who present it to them as a form of passive waiting, or they may simply be accepting the daily routine without calling it ‘patience’ whilst being put to work in some capacity as children.

These children may be indecisive. From a young age, faced with an endless array of choices—starting with food and toys—many find that whenever they hesitate, they have the opportunity to change their minds or put things off. However, as life itself offers them few opportunities, there are also many who define their way out as leading from a single point and who continue to cling to that way out—sometimes in despair, sometimes with determination.

These children may be more anxious. Because they view the world from a broader perspective and weigh up more possibilities. They may be more anxious because their expectations of life are high. Or, conversely, they may be deeply anxious, having recognised the seemingly insurmountable gap between alternative lives and their own reality, and sinking into a sense of despondency.

There may also be those who, without judging these differences, strive to fit multiple lives into their world whilst searching for a multifaceted identity. Or those who, without knowing where life is taking them, confine their existence to the identity of a branded coffee poured into a single-use plastic cup…

In a world that is shrinking ever further due to technology and globalisation, because they have chosen their role model from another corner of the globe, because the sense of easy accessibility has blurred the boundaries in their eyes, leading them to regard the whole world as their homeland, or because they question the references to the land of their birth more frequently and more vocally than their parents do—can we really judge them?

Or perhaps, on the contrary, can we be angry with those who, because we have not yet taught them critical thinking or how to ask questions whilst they are still at school, are quickly stirred by empty rhetoric and jingoism, and are trying to find a sense of belonging?

They might be someone who spends two hours labouring over a photo to post on Instagram, waging an existential struggle for their place in society, or someone who wishes to live out their individuality amidst the crowd by publishing their digital creations anonymously. 

In short, the ‘generational’ discourse is as dangerous as it is useful; as long as it generalises, it is reductive. In fact, any form of categorisation carries its own limitations. If the behavioural patterns frequently displayed help us to understand them, to relate to them without judgement or devaluation, and to support them, then let us open our hearts to generational theories. On the other hand, if the aim is to ‘manage’ these young people—who have grown up with the spirit of the times—more ‘effectively’, to manipulate them, or to dictate the sort of identity politics they will buy into, then to hell with all such theories. 

Ultimately, beyond all theories and understood by children of all ages, there is one unchanging truth: the language of genuine love…

Emine Ebru Arslan

He never went on holiday with us, took no interest in our private lives, and didn’t even feel like talking when he came home, but to us, my father was the very symbol of respect. He was hard-working and moral. In my childhood, ‘being moral’ in ‘my neighbourhood’ was synonymous with honesty, hard work and earning a halal living. In my world, the word ‘morality’ never once evoked associations with a woman’s body. After all, growing up in the 1970s on one of the modest streets of Ethem Efendi Street in Erenköy demanded just that of all of us. Back then, shopkeepers would always put a little extra into the bag to ensure customers weren’t short-changed on the scales.

For me and my peers, ‘right’ and ‘left’ were simply the directions we needed to know to hold a pen or a fork, whereas for our older neighbours studying at university, they clearly meant much more. Because they were ‘left-wing’, they couldn’t cross over to the other side of the market—where Ethem Efendi’s stall was set up and which was mostly dominated by ‘right-wingers’. So much so that the task of carrying the heavy bags from the weekly neighbourhood market – despite having children as tall as herself – fell to the neighbour’s aunt.

Turkey in those days certainly discussed different issues and endured different hardships, and I, with my child’s mind, could not fully grasp this. But I had come to believe that being young meant having ideals and living for a cause. I was a child of a neighbourhood where people rarely commented on one another’s bodies, relationships or way of life. For us, the greatest outsider was Zeki Müren, who was even banned from appearing on television at the time. In fact, my family rather liked him.

Then I grew up. Like most of the post-coup generation, I joined the crowds as a young person who was apolitical, trying to build a career in the private sector, feeling privileged because of my qualifications, but occasionally struggling to find my footing when it came to my talents and values. It wasn’t as if I was someone who’d simply followed the mainstream without finding my own ideals. Society was pulling everyone down to its average.

The passing years changed my behaviour, my ideas and even my values. But certain things, ingrained deep in my childhood, remained constant. For me, morality has always been synonymous with being honest, hard-working and earning a living in a lawful manner. Not stealing, not cheating, not asking for more than what is rightfully yours, and striving to fulfil the task entrusted to me – much like a shopkeeper who puts a little extra on the scales – by giving, if possible, a little more than expected, has become my guiding principle. Even when I made mistakes, my point of reference was clear. The truths instilled in me during my childhood became my touchstone. 

In adulthood, our childhood becomes our dowry. Even a small measure of sensitivity that we pass on to a child—whether at home, at school, on the street, or in social settings—where our love and care have touched them, holds the power to transform a future adult. Especially at a time when we feel the erosion of work ethics so deeply and the concept of morality is being debated through the lens of women’s bodies, I have found myself clinging even more tightly to my ‘dowry’.

Emine Ebru Arslan

The American psychologist Dr Jean Twenge states: ‘People resemble the era in which they live more than they resemble their fathers.’ Significant national and international events experienced by individuals during their youth lead to the formation of a shared consciousness and perception. This shared consciousness and perception can shape future behaviour, attitudes, tendencies and preferences. Consequently, each new generation possesses distinct characteristics, such as its values, perceptions, attitudes and behaviours, as well as different perspectives and its own strengths and weaknesses. Whilst the spirit of each era generally fosters the emergence of people sharing certain common traits, these traits may manifest in varying degrees within each individual. An important underlying reason for this is that, whilst external factors affect individuals to varying degrees in different contexts, what is even more significant is that the emotions, thoughts and behaviours each individual develops in response to the events they experience differ due to the uniqueness of each person. Mevlana’s statement, “I learnt to think. Then I learnt to think within frameworks. Then I learnt that healthy thinking means thinking by breaking down those frameworks,” This statement offers an important insight into the need to approach topics by placing them within the frameworks of terminology and methodology in order to analyse them, but also highlights that, in order to think clearly, we must free our thinking from these frameworks after carefully analysing the issues. By drawing on key insights from generational theory to profile the future of the business world, we can aim to achieve a synthesis by setting aside all these reductionist approaches and their associated patterns when it comes to healthy thinking.

In short, if we look at the generations still active in the workforce, although their proportions are very low, we first see the ‘Baby Boomers’ generation. Named after the approximately one billion babies born between 1940 and 1960 following the Second World War, the most distinctive characteristics of this generation are that they are content and emotional, possess a strong sense of loyalty, respect for authority, a willingness to use technology when necessary, and a strong attachment to their traditions and culture.

Members of Generation X prioritise individualism, are sensitive to social issues, are combative, think globally, are dedicated to their work whilst taking care to maintain a work-life balance, and display a tolerant and security-oriented approach towards different lifestyles and cultural diversity. For the Baby Boom generation, the philosophy of ‘living to work’ has evolved into the Generation X philosophy of ‘working to live’.

Generation Y takes its name from the letter ‘Y’ in the English word ‘WHY’. Whilst seeking the answer to the question ‘Why?’, they are reluctant to undertake tasks in the workplace whose purpose they do not understand. They are more tech-savvy than Generation X. Two-thirds of this generation’s members were introduced to computers before the age of five. They are the first generation to have grown up with smartphones, laptops and social media. They rely more heavily on technology when communicating. Some organisations have even had to write ‘walk to talk’ on their walls to encourage face-to-face communication in the workplace. Digital technology has a decisive influence on this generation’s characteristics, values and expectations.

Among the most important characteristics of Generation Y are that they are individualistic, value their freedom and are entrepreneurial. Whilst they are clear-headed about what they do not want, they struggle to decide what they do want. They are a generation that does not enjoy work as much as previous generations and believes they have to work simply to make a living. They are individuals who live for the present and do not make long-term plans. Another characteristic of this generation—which is not particularly fond of rules or authority, consumes more rapidly and behaves in a dissatisfied manner—is their high self-confidence. However, this does not always mean that their self-reliance is equally high. They greatly enjoy being the centre of attention. Their goals are ambitious.

Today, Generation Y is seen as the generation that numerically dominates the business world. The generations expected to dominate the workplace in the near future are Generation Y and Generation Z, whilst Generation Alpha is seen as the dominant force in the distant future. 

The most significant factor distinguishing Generation Z from other generations is that they were born and raised with digital technology. Generation Z are the children of Generations X and Y; they place greater value on their parents’ views than other generations do, and are inclined to take their parents’ opinions seriously and listen to them. Alongside Generation Y, they are the most active social media users worldwide.

They cannot imagine life without the internet. They use smart devices with a high level of proficiency. Using smart devices, they can listen to music, write blogs, check their emails, browse social media networks whilst messaging, and watch films, all at the same time. Generation Z is capable of working in both the real and virtual worlds. They can move swiftly and seamlessly between these two worlds. They can easily access any data they require and share it. In their professional lives, they are drawn to roles that are far removed from routine, with a high degree of creativity and a strong focus on technological and digital content. They are inclined to prefer not working for companies where they do not want to work, where they cannot establish a meaningful connection, where they are not paid a salary commensurate with the time they invest – their most valuable resource – or where there are no opportunities for self-development and fulfilment.

They possess a high capacity for accessing information. They do not merely consume information; they also possess the ability to produce and control it. They are the generation with the highest level of hand-eye-ear coordination and motor skills amongst all generations. Despite their high hand-eye-ear coordination, their attention spans are considerably shorter when compared to other generations. 

Compared to previous generations, their attachment to an ideology, national values, tradition, religions and even their own distinct identities is low; however, they embrace multi-identity to a greater extent than previous generations. In digital environments, they may prefer to exist under identities that even their close relatives would not recognise, distinct from their real-life identities. On the other hand, their low attachment to identity and the elements that constitute it supports them in forming a higher-order identity, enabling them to see themselves as ‘global citizens’ and ‘part of the universe’. Similarly, whilst they feel less attachment to the organisations they belong to than the previous generation, they may prefer to be part of structures that support their personal development, offer a sense of purpose and enable them to fulfil their potential. The environmental awareness and approaches to sustainability for both people and the environment brought about by the 6th Wave, along with the blurring and transcending of boundaries between individual and social well-being, will increase Generation Z’s expectations of organisations in terms of social well-being. Whilst the Baby Boomers’ question was ‘What can I contribute to the organisation?’, and for Generation X it became ‘What can I contribute to the organisation to set myself apart from others?’, and for Generation Y it shifted to ‘What can the organisation offer me?’, this question has evolved into “What can my organisation contribute to the environment and humanity?” for Generation Z.

Whilst Generation Z’s expectations of organisations are pushing them to become more ‘social enterprises’, their expectations of leadership are also set to transform today’s understanding of leadership. With this generation, leadership will become an approach expected more from managers within organisations than from religious figures or politicians.  It is thought that they will want to see a ‘facilitator’ rather than a manager, to be able to communicate in a sincere and straightforward manner—as in every area of life—and to have servant leaders who guide them through a coaching style in their pursuit of self-realisation and finding their purpose in life. It is anticipated that reverse mentoring initiatives within organisations will increase further with this generation.

Turning to the Alpha generation, the latest generation, and considering the technological developments of their era alongside their characteristic traits, it is clear that, as of 2021, the education system must undergo a fundamental transformation to enable Alphas—who are all currently students and have not yet entered the workforce—to adapt to their era. Researchers believe that, due to the characteristics of the Alpha generation, traditional teaching methods lack the capacity to meet the intellectual, social and emotional needs of this new group of students. In particular, it is thought that teachers lacking technological knowledge will face serious challenges with the Alpha generation. 

Members of the Alpha generation have, from the earliest years of their lives, become fully integrated with technology—which is an integral part of their daily lives—and the digital world, which influences their lifestyles and behaviour. The Alpha Generation possesses characteristic traits such as an entrepreneurial spirit, creativity, dynamism, a disregard for rules, a dislike of authority, a strong attachment to independence and a dependence on technology. It is thought that members of this generation will largely opt for technology-related professions, exhibit leadership-oriented behaviour, and – as they do not enjoy face-to-face communication – will meet all their personal and professional needs through the digital world. New professions such as YouTubers, bloggers and influencers have already become quite popular amongst the Alpha generation. Indeed, some members of this generation are generating a substantial income through these platforms. 

In the future, the issue of authority may come to the fore, given that the Alpha generation dislikes rules and authority. How members of this generation will behave when communicating with their managers within hierarchically structured organisational environments is a key issue. For this reason, organisational leaders need to focus on their management styles, having developed the necessary competencies—particularly in ‘leading and coaching’—during the period of managing Generation Z, and having internalised a servant leadership approach to the point where it has become part of the organisational culture. 

With the ‘servant leadership’ approach expected of Generation Z managers, in the 6th wave’s effects will be more pronounced in the Alpha generation; in a future where matter is highly manipulable by humans and post-human examples are gradually transitioning from laboratory-scale to observable instances in daily life, spiritual (inner) needs are set to increase, the relationship with the material world will be liberated from the context of need, and leaders who are more meaning-oriented, more inclusive, unifying and more spiritual will emerge, taking on the task of ‘producing leaders for the world’—a responsibility previously shouldered by the preceding generation and by companies. 

Pınar Ersoy Özdoğru

Undoubtedly, there are subjective reasons underlying the responses of each country and every individual in the sample. Leaving the in-depth research to the experts in the field, we can see that our country occupies a position in this equation that warrants particularly careful scrutiny. Feeling rested, being treated with respect, smiling, laughing, doing something enjoyable and learning something new – ranking third from the bottom globally, behind only Afghanistan and Lebanon, in the area that Gallup briefly refers to as the Positive Experience Index is, however you look at it, a sad state of affairs. The same study ranks Turkey second in the world for daily levels of anger and third for experiencing daily sadness.

Humans are emotional beings, and I don’t think it would be too far off the mark to say that the world is governed by emotions. Even those who claim to be the most rational weave their arguments around their emotions, and their decisions and actions are shaped by them. Our thoughts and actions are under the sway of our emotions. I cannot say whether it is the ‘chicken-and-egg’ dilemma—whether our circumstances drag our emotions down or whether our emotions trigger our circumstances—but there is a depressive atmosphere hanging over us, much like the never-ending ‘Monday Blues’. 

My aim is not to drag anyone further into pessimism. Especially since the ancient teaching that says, ‘It’s fate, don’t speak of it’, has taught us that the way to draw only the positive aspects from the world of possibilities is through positive speech; I have no intention of stirring the pot any further. On the other hand, the brave and inquisitive student within me is constantly raising her hand from the back rows, reminding me not to confuse optimism with Pollyanna-ism. The illness must be diagnosed fully and accurately so that the right treatment can be found. One must not, in the name of being optimistic, shy away from defining the parameters of the current situation or ignore the facts. On the contrary, optimism should give us the courage to understand the current situation with all its variables, to outline the picture fully, and to get to the root causes of the problems. It should provide the strength to carry on once the current situation has been fully understood.

This applies to this situation as well. Why is a society experiencing such emotional extremes? 

Can it be explained solely by the economic backdrop? 

The pot boiling on the hob is of undeniable importance. On the other hand, could the traces of fatigue and wear and tear left on people by today’s world—where economic interests are prioritised above all else, where all aspects of life are shaped around those interests, and where economic relationships are placed at the centre of every human structure—also play a part in this? 

Does the fact that people are not merely unemployed, but are carelessly clocking up hours at a job they cannot ‘hold on to’, also play a part in the picture? 

Could it be because, ever since society shifted from being producers to consumers; from giving to taking; and from contentment to greed, it has been left with nothing to hold on to? 

Could it be due to the fact that our quest for honesty, merit, trust and sincerity is leaving us increasingly unsatisfied? 

All of this is possible, and more besides. Let us leave the social analysis to those who specialise in it, but such a wealth of negative sentiment is simply unsustainable. It is now time to do something new and different, to transform ourselves. All this suffering must not be in vain; it must be the labour pains of a new beginning. A new beginning that will lead society towards something better and transform it…  

^[1] https://news.gallup.com/interactives/248240/global-emotions.aspx

Emine Ebru Arslan

In the vision of the future at the heart of this subject, systemic and human elements can be defined as the fundamental drivers of change. Systemic and human dynamics in business life are akin to the ‘Which came first, the chicken or the egg?’ paradox. 

When examining systemic dynamics through a linear flow of time, the First Industrial Revolution begins with the invention of the steam engine in England in 1763 and continues to develop up to the present day. However, this growth process is not stable, that is, it is not linear. Periods of rapid expansion are generally followed by periods of crisis and impoverishment, which lead to a decline in social welfare. This cyclical development process inherent to capitalism was first examined in detail by the Russian economist Nikolai Kondratieff. In 1925, following his research, the economist Nikolai Kondratieff identified that these changes followed a sinusoidal pattern rather than a linear progression; however, he did not put forward a comprehensive theory to explain these fluctuations. Following 1925, many scholars contributed to this theory. Joseph Schumpeter, through his theory of the business cycle, explained the cause of these long waves as follows: the emergence of new products, new services and new processes. Carlota Perez demonstrated that these technological revolutions are accompanied by a newly created techno-economic paradigm, and that these revolutions, together with this new paradigm, generate a new wave of development lasting approximately 50 or 60 years.  It is noted that we are currently experiencing the fifth wave and are in the process of transitioning to the sixth wave. 

Each wave creates its own new environment, and after a while, the number of firms utilising this technology increases as a result of the imitations arising from the replication of this technology. As this wave begins to consolidate within itself due to increased competition, it enters a period of stagnation. As the value generated by the current wave differs from that generated in the financial markets, this trend eventually fades, leading to a minor recession; subsequently, a new wave emerges with the introduction of a new technology. The timing of these waves also varies from country to country, and phase differences may arise. Whilst developed countries are currently experiencing the end of the fifth wave and the beginning of the sixth, it is possible to observe that developing countries are still somewhere within the fifth wave. At the start of a new wave, the effects and benefits of the previous wave can be observed. The flow created by these benefits can be likened to a spiral. The newly formed wave encompasses the previous one, creating a higher-level business model and ways of working, as well as a different perspective. For example, the impact of the fourth wave on the automotive sector gave rise to the concept of lean production, and the fifth wave has continued to develop by incorporating this concept as well. It is anticipated that the sixth wave, which will emerge in the future, will also encompass the flexible organisational structures that emerged in the fifth wave. 

As the sixth wave approaches, major investors in particular are attempting to anticipate the areas in which this wave will take shape. In line with the predictions of many scientists, this field will focus on ‘sustainability’ – specifically, the sustainability of the ecosystem through environmental technologies and the more efficient use of resources, and human ‘sustainability’ through the healthcare sector; new phenomena arising from the application of quantum mechanical formulas at the subatomic level (to nanoparticles), alongside nanotechnologies and biotechnologies. It is predicted that this new wave may create an entirely new sector or shift the healthcare and/or environmental technology sectors away from their current positions. 

People may harbour many dreams for the future, but once they have depleted their resources – starting with the Earth – they will be unable to realise any of these dreams. Based on this premise, the concept of sustainability can be defined as one of the indispensable elements for humanity to realise its dreams for the future. In order to safeguard their own livelihoods and future, people also wish to ensure environmental sustainability. Environmental sustainability here is not limited solely to concepts such as carbon footprint, green labelling, the need for efficient use of resources, and renewable energy sources. It refers to a broader perception of the environment that also encompasses social well-being. This new level of perception brings with it a highly holistic and inclusive understanding of unity. 

When describing the butterfly effect – the idea that ‘if a butterfly flaps its wings in one place, a storm will arise elsewhere’ – this phrase has become much more understandable to all of us, particularly in the wake of the pandemic. Now, when a statement such as “if a child in Africa drinks contaminated water, even if all children in Europe drink clean water, they will suffer from stomach ache within a day or two” is made, no one is in a position to object to it. It can therefore be argued that the concept of sustainability—whether it concerns the entire ecosystem or simply human sustainability—imposes a meaning that encompasses social welfare. 

In this regard, it would not be an inaccurate prediction to suggest that, in the sixth wave, the boundaries between levels of social and individual well-being will be eroded and ultimately transcended. Such an understanding may not only lead people to reconsider the extent to which they can remain independent of all other beings, but will also create a need to redefine certain concepts and values.

As mentioned in the examples and concepts discussed above, research indicates that the concepts of freedom and independence brought about by the Enlightenment will be re-examined in the sixth wave. If every action taken and every decision made is to have an impact on global sustainability and social welfare, people will begin to question the extent to which they can act independently, and this will lead to the reshaping of concepts in the sixth wave.

In the fifth wave, the convergence brought about by technology was observed in physical objects and has now become quite widespread. For example, when we look at a mobile phone, we can see that it represents a convergence of many objects—such as a voice recorder, a watch, a calendar, a computer and a radio—into a single physical object. In the sixth wave, it is predicted that this convergence may occur within the human body through new phenomena created by nanotechnology and biotechnology. Examples of this include research carried out worldwide, such as the production of a foetus from a goat embryo, the cultivation of organs in animals, the creation of limbs using 3D printers, and the development of microchips capable of restoring the brain to its former capacity in cases of dementia and Alzheimer’s disease. These new phenomena created by technology are emerging as indicators that humans, matter and animals will converge within the human body, bringing to the fore a new vision of ‘humanity’ that we are beginning to hear about more frequently today.

The sixth wave not only demonstrates that the boundaries between social welfare and individual well-being are eroding—or have already been crossed—in terms of sustainability, but it is also pushing the boundaries between humans, animals, matter and digitalisation. Fifty years ago, people were not engaged in the question ‘What makes me human?’, whereas today we are grappling with this very question and using matter as our point of reference. Fifty years from now, whilst these same questions will persist, people’s frame of reference will no longer be based on the material world—due to its convergence with the spiritual—but will instead be grounded in spiritual concepts. Consequently, the emergence of spiritual concepts and spirituality in this context, and the approach to the concept known as ‘post-human’, can be cited as one of the topics expected to be examined through new waves of inquiry. 

It is well known that each wave establishes its own terminology and methodology, prioritising its own values. At the same time, the internal pressure of the new wave continues to build in relation to international studies, arrangements and the necessary regulations; it is anticipated that the resulting conjunctural pressure will have significant repercussions on organisations, which represent one of the points where the new world system intersects with humanity.

Pınar Ersoy Özdoğru

The next photograph shows me striking a proud school pose for my father on our flower-filled balcony. As I’d had to wait until I was seven to start school, I was bigger than my peers, and so I’d proudly slipped on my black school smock—which would look a bit baggy on me for the next five years—and was smiling at the camera with my missing teeth. With my hair in two ponytails and the pointed ‘boy’s’ collar I insisted on wearing instead of the neat white lace collar my mum had knitted—because I thought it made me look more ‘serious’…

From that photograph onwards, my fascination with planning—a trait I’m certain I inherited from my grandfather, who, despite being just a small-town shopkeeper, used to draw up an annual work plan for himself—became an integral part of every moment of my school life. “First I’ll come home from school, then I’ll do my ‘write one page of U’s’ homework. Then I can have my dinner…” Back then, I had no idea it was called time management, efficient study or planning, but it was an instinct passed down through my genes. The sense of security that comes from breaking time down into small chunks and living with a clear idea of what to pair each one with. Even the study and time plans I drew up for my friends whilst preparing for university—when I couldn’t quite get myself moving—seemed to foreshadow that project management would become a significant part of my career. Although the free-spirited Aquarius within me sometimes tickles my more spontaneous and adventurous side, I had chosen to plan every aspect of my life.

So much so that, had life not been in the hands of a skilled screenwriter beyond our imagination, I might well have been inclined to believe that planning had a domineering, slightly god-like aspect to it, keeping all variables under control. Fortunately, that wasn’t the case. The sandcastles of my childhood crumbled, and I witnessed the plans I’d made for my life being ironically dismantled by an invisible hand. I recognised myself in the slightly reproachful tone of the naive young man from Çanakkale, played by Ata Demirer in the film *Eyvah Eyvah*, when he said to his beloved fiancée, ‘I never make plans because they never work out.’ The disappointment of being betrayed by an obsessive childhood love…

As if that weren’t enough, the term VUCA^[1]—which began to be used globally in the 2000s to describe the business world—not only highlighted just how volatile, chaotic and unpredictable the world of work has become, whilst also planting a bomb under the very foundations of my approach to planning. Trying to plan under constantly changing conditions had become as futile an endeavour as trying to bail water out of a leaky boat with a bucket. 

In a world where everything changes so rapidly, how meaningful was it to carry on making plans? 

Was it really worth incurring such labour costs for business plans and budgets that were bound to fall apart and keep changing anyway? 

Wouldn’t things sort themselves out along the way anyway? 

Thankfully, many businesspeople, loyal to their old habits, had found the arguments to turn their intense incompatibility with planning into a ‘divorce’. As for me, having weathered the initial shock of this upheaval, I chose to remain the loyal partner who, despite all the disappointments, continued to stand by my childhood love. For over time, I realised that planning is more than just a static sequence of activities; it is a lever that structures the mind, provides flexibility of action, strengthens the link between the ultimate goal and the present, and makes it easier to remain resilient in the face of setbacks.  The world has laid the foundations for a new model under the name of ‘agile planning’, which has helped me restore my shaken confidence in planning. 

In my view, the crux of the matter—both at work and in life—is this:

• Plans always change. Change is inevitable. We make plans not to prevent them from changing, but to organise and keep our minds clear. 
• What matters is not that we do not make plans, but that we possess the flexibility and agility to adapt them as needed.
• We must have a long-term goal and a roadmap for the future in this life. Where do we want to go? Why do we want this? What does it mean to us? What are the right steps we need to take today on this path? 
• The recently popular concepts of ‘focusing on the present’ and ‘living in the moment’ do not, as is often assumed, simply mean focusing on the present whilst lacking foresight; on the contrary, they require a thorough analysis of the context in which we find ourselves. Those who analyse the situation well will have accurate foresight regarding the future; they will be prudent and cautious. In short, living in the moment and making plans are not, as is often thought, mutually exclusive. 
• When circumstances become difficult for us, or change in an unforeseeable way, remembering our ultimate goal is the easiest way to stay on course. As long as we know the ‘why’, we will always find a way to adapt the ‘how’.

When Montaigne said, ‘No wind is favourable to those who do not know their destination’, back in the 16th century, it had probably been no more than 50 years since the discovery of America. Of course, today’s technology, economic order and understanding of global competition cannot be compared to those days, but thankfully, the wisdom regarding the fundamentals of life is timeless. In short, that little girl who used to sit on the windowsill of an Erenköy flat back in the 1970s is still making plans. She does so with the conviction that planning is the fuel that keeps us grounded in life, and knowing that through planning, one can face life’s surprises with greater strength and flexibility…

^[1] VUCA is an English acronym first used in 1987, standing for volatility, uncertainty, complexity and ambiguity. It was first introduced by the US military to describe the new security environment that emerged following the end of the Cold War. Subsequently, in the wake of the 11 September 2001 terrorist attacks, the concept of VUCA was reiterated by the US military. Over the past 20 years, however, the concept has been embraced by the business community as the acronym that best describes the chaotic business world, characterised by rapid change and the associated uncertainties.

Emine Ebru Arslan

Then, with a sense of urgency and excitement, we plunge into our working lives. We often have career aspirations, and even ambitions. Generally, we focus not on what the journey will turn us into, but on where we’ll end up and how much we’ll earn. We fill our minds not with what sort of people we will become, but with how others will see us; not with respect, but with prestige; not with credibility, but with reputation; not with competence, but with the possession of power. We work, we compete, we fall out, we grumble; if we’re lucky, we grow a little, but there is always just one yardstick by which we measure ourselves, and just one peg to which we tie all our ships. The years pass swiftly, one after the other, and labels follow—though often belatedly! How much labour, how much time and how much sacrifice lie behind them.

Then one day, we find ourselves at the end of the time allotted to us on the stage of working life. We must make way for the younger generation. Or, whilst we’re still in the middle of the journey, storms may rage at sea and uproot that single stake from its place. At that very moment—the moment we realise that the stake to which we’ve moored all our ships can no longer belong to us—what remains? Who are we from that moment onwards? What bonds, what identities, what roles remain to make us feel that we are still alive and that we matter? Suddenly, we realise with a pang that the only thing that has made us feel meaningful and valued for all these years was, it turns out, our work – and that is now gone. And yet, how much have we sacrificed for it – how many aspirations, how many passions, how many friendships, how many family ties, how many doctor’s appointments, how many reading festivals, how many graduation balls, how many genuine, authentic and worthwhile moments…

Of course, if a person cannot find meaning and a higher purpose in their work, they cannot endure doing that job for long. Establishing a connection between work and meaning is one of the most important factors in people’s ability to remain content and resilient in their working lives. On the other hand, it is equally damaging if the workplace is the only area where meaning is found. Because, over time, these people turn into workaholics. As they can only feel a sense of purpose whilst working, after a while they end up producing more work than is necessary or than those around them can cope with. Research shows that this behaviour negatively affects first and foremost their own health and well-being, and subsequently that of the staff under their supervision.

As Viktor Frankl states in his book *Man’s Search for Meaning*, people who suddenly lose their sense of meaning quickly lose hope in the face of difficulties and obstacles, becoming far more vulnerable to negative effects and illness. Furthermore, research indicates that people who find a sense of meaning solely in their working lives tend to live shorter lives after retirement compared to those who have a sense of meaning and purpose in various areas of their lives and have achieved a healthy work-life balance.

This is precisely why, the more we moor our ships to different moorings, the greater our chances of protecting them during storms; and should we one day need to let go of that single mooring—or lose it—we will still have ships capable of continuing their journey.

Sanem Ömürlü

• – What are you planning to do when you finish school?
• – Ugh, I don’t know… I’m already feeling a bit fed up.
• – My parents are going mad, wanting me to find a job as soon as possible.
• – They’re right, sweetie. Once we’ve found a decent job and settled down, we’ll be sorted, I tell you…

You’ve just read an excerpt from a conversation on the metrobus between two young friends—I reckon they’re final-year university students. I don’t know if it sounded familiar or just how familiar it sounded, but I suppose the anxiety about what to do after university is a sore point for every young Turk. After all those years at primary, secondary and sixth-form school, spent entirely focused on getting into a good university or a good degree programme, the youngster soon realises that the story doesn’t end there. The real issue is what to do after university. If they manage to land a decent job or secure a position in the civil service, only then is the problem solved in their naive eyes. Should we perhaps tell them that the story doesn’t end there either?

As an older sister who has spent years advising dozens of different organisations across many sectors on talent management and developing human potential—delivering training and coaching, and working one-to-one with thousands of people—if I were to tell them that the story takes on a whole new dimension at that point… If I were to say that organisations are no longer particularly interested in technical knowledge and skills, or the names of the schools on diplomas, and that looking to the future, the value of these qualities in the eyes of employers will gradually diminish… If I were to say that the most fundamental qualities they’re actually looking for are human qualities stemming from basic social upbringing (which, unfortunately, for various reasons, are rarely found these days) – or, in HR parlance, ‘competencies’… If I were to say that humility is now valued far more highly than inflated self-confidence, open-mindedness over dominance, a desire to learn and curiosity, technical knowledge and skills; respect for people over cut-throat competition; collaboration and achieving success together over being a ‘star’; and perseverance and planning over sheer intelligence… If I were to say that there are entirely new definitions of leadership and leadership qualities, and that a new leadership approach called ‘servant leadership’ is gaining ever greater prominence… If I were to say that the ability to apologise is more valuable than never making a mistake, and that when mistakes are transformed into learning opportunities, they can lead to horizons that perfection could never even imagine… If I were to say that being open and flexible towards different ways of thinking, believing, living and expressing oneself is the most critical element in developing the ability to adapt to a world that is constantly changing—and at an ever-increasing pace… If I were to say that having principles is not the same as being stuck in rigid mental moulds, and that there is a fine yet profound line between wisdom and pedantry… If I were to say that being outspoken and clear is not the same as being a fool, and that expressing one’s thoughts unfiltered in every setting and situation is not a sign of honesty but rather of underdeveloped social intelligence… If I were to say that, unlike those who claim, ‘I did it in a single night, without breaking a sweat’, hard work and diligence remain as valuable today as they have always been…

I wonder, if I were to say all this, would it give them an idea of which qualities to prioritise and which to develop as they prepare for the world of work? Would it help them to view themselves through this lens? If I were to say that developing their self-awareness is the first door they must walk through on this path, and that, unfortunately, landing any job is merely a strange stop along this long journey otherwise…

Sanem Ömürlü