{"id":4652,"date":"2026-02-26T11:26:42","date_gmt":"2026-02-26T08:26:42","guid":{"rendered":"https:\/\/tr.sektorturk.com\/?p=4652"},"modified":"2026-02-26T11:26:42","modified_gmt":"2026-02-26T08:26:42","slug":"reaktif-yonetimin-kalicilasmasi","status":"publish","type":"post","link":"https:\/\/tr.sektorturk.com\/?p=4652","title":{"rendered":"REAKT\u0130F Y\u00d6NET\u0130M\u0130N KALICILA\u015eMASI"},"content":{"rendered":"\n

REAKT\u0130F Y\u00d6NET\u0130M\u0130N KALICILA\u015eMASI<\/strong><\/p>\n\n\n\n

Modern y\u00f6netim literat\u00fcr\u00fcnde \u201creaktif yakla\u015f\u0131m\u201d, genellikle ka\u00e7\u0131n\u0131lmas\u0131 gereken bir davran\u0131\u015f bi\u00e7imi olarak ele al\u0131n\u0131r. Sorunlar ortaya \u00e7\u0131kt\u0131ktan sonra harekete ge\u00e7mek, olaylara \u00f6nleyici de\u011fil tepkisel bi\u00e7imde yan\u0131t vermek ve g\u00fcn\u00fc kurtarmaya odaklanmak; s\u00fcrd\u00fcr\u00fclebilir y\u00f6netim anlay\u0131\u015f\u0131n\u0131n kar\u015f\u0131t\u0131 olarak tan\u0131mlan\u0131r. Ancak son y\u0131llarda gerek kamu y\u00f6netiminde gerek \u00f6zel sekt\u00f6rde reaktif yakla\u015f\u0131m\u0131n ge\u00e7ici bir refleks olmaktan \u00e7\u0131k\u0131p daim\u00ee bir y\u00f6netim modeline d\u00f6n\u00fc\u015ft\u00fc\u011f\u00fc<\/strong> g\u00f6zlemlenmektedir. Bu d\u00f6n\u00fc\u015f\u00fcm tesad\u00fcfi de\u011fildir; k\u00fcresel belirsizlikler, ekonomik dalgalanmalar, siyasi gerilimler ve teknolojik h\u0131z, y\u00f6neticileri s\u00fcrekli \u201csonraki krize\u201d odaklanan bir zihin d\u00fcnyas\u0131na hapsetmektedir.<\/p>\n\n\n\n

Reaktiflik: \u0130stisnadan Normale<\/strong><\/p>\n\n\n\n

Normal \u015fartlarda reaktif y\u00f6netim, ola\u011fan\u00fcst\u00fc durumlar i\u00e7in ge\u00e7ici bir ara\u00e7t\u0131r. Deprem, salg\u0131n, finansal \u00e7\u00f6k\u00fc\u015f ya da ani piyasa \u015foklar\u0131 gibi \u00f6ng\u00f6r\u00fclmesi g\u00fc\u00e7 olaylarda h\u0131zl\u0131 tepki vermek hayati \u00f6nemdedir. Ancak sorun, bu istisnai durumlar i\u00e7in geli\u015ftirilen reflekslerin kal\u0131c\u0131 hale gelmesiyle ba\u015flar. Kurumlar ve y\u00f6neticiler, zamanla planlama yapmay\u0131, riskleri \u00f6nceden analiz etmeyi ve uzun vadeli hedefler belirlemeyi ikinci plana iter. Bunun yerine, g\u00fcndem her sabah \u201cbug\u00fcn neye yeti\u015fmeliyiz?\u201d sorusu etraf\u0131nda \u015fekillenir.<\/p>\n\n\n\n

Bu durum, y\u00f6netimde bir al\u0131\u015fkanl\u0131k kaymas\u0131<\/strong> yarat\u0131r. Reaktiflik, zay\u0131fl\u0131k olarak g\u00f6r\u00fclmekten \u00e7\u0131kar; \u201ch\u0131zl\u0131 karar alma\u201d, \u201cpratik \u00e7\u00f6z\u00fcm \u00fcretme\u201d ve \u201ckrizleri iyi y\u00f6netme\u201d gibi olumlu kavramlarla yeniden tan\u0131mlan\u0131r. Oysa bu alg\u0131 de\u011fi\u015fimi, y\u00f6netim kalitesinde sessiz ama derin bir erozyona yol a\u00e7ar.<\/p>\n\n\n\n

K\u0131sa Vadeli Ba\u015far\u0131 Yan\u0131lsamas\u0131<\/strong><\/p>\n\n\n\n

Reaktif yakla\u015f\u0131m\u0131n daim\u00ee hale gelmesinin en \u00f6nemli nedenlerinden biri, k\u0131sa vadede sonu\u00e7 \u00fcretme kapasitesidir. Krize h\u0131zl\u0131 m\u00fcdahale eden y\u00f6netici alk\u0131\u015f al\u0131r; yang\u0131n\u0131 s\u00f6nd\u00fcren ekip kahraman ilan edilir. Bu durum, \u00f6nleyici mekanizmalar\u0131n neden kurulmad\u0131\u011f\u0131n\u0131 sorgulamay\u0131 ikinci plana iter. Ba\u015far\u0131, sorunun hi\u00e7 ya\u015fanmamas\u0131yla de\u011fil, ya\u015fand\u0131ktan sonra \u201cne kadar h\u0131zl\u0131 \u00e7\u00f6z\u00fcld\u00fc\u011f\u00fcyle\u201d \u00f6l\u00e7\u00fclmeye ba\u015flan\u0131r.<\/p>\n\n\n\n

Bu bak\u0131\u015f a\u00e7\u0131s\u0131, \u00f6zellikle ekonomik y\u00f6netimde belirginle\u015fir. Enflasyon, i\u015fsizlik, b\u00fct\u00e7e a\u00e7\u0131\u011f\u0131 ya da d\u00f6viz kuru gibi alanlarda kal\u0131c\u0131 \u00e7\u00f6z\u00fcmler yerine, anl\u0131k d\u00fczenlemeler ve ge\u00e7ici tedbirler tercih edilir. Sorunlar \u00f6telenir, bast\u0131r\u0131l\u0131r ya da ertelenir; ancak k\u00f6k nedenlerle y\u00fczle\u015filmez. B\u00f6ylece reaktiflik, y\u00f6netimin do\u011fas\u0131 haline gelir.<\/p>\n\n\n\n

Kurumsal Haf\u0131zan\u0131n Zay\u0131flamas\u0131<\/strong><\/p>\n\n\n\n

Reaktif y\u00f6netimin kal\u0131c\u0131la\u015fmas\u0131n\u0131n bir di\u011fer sonucu, kurumsal haf\u0131zan\u0131n zay\u0131flamas\u0131d\u0131r. Uzun vadeli stratejiler, orta vadeli programlar ve sistematik analizler, \u201cacil g\u00fcndem\u201d kar\u015f\u0131s\u0131nda s\u00fcrekli ertelenir. Kadrolar s\u0131k de\u011fi\u015fir, politikalar s\u00fcreklilik kazanamaz ve her yeni y\u00f6netim, bir \u00f6ncekinin yar\u0131m b\u0131rakt\u0131\u011f\u0131 krizlerle u\u011fra\u015fmak zorunda kal\u0131r.<\/p>\n\n\n\n

Bu d\u00f6ng\u00fc, \u00f6\u011frenme kapasitesini de a\u015f\u0131nd\u0131r\u0131r. Kurumlar, ge\u00e7mi\u015f hatalardan ders \u00e7\u0131karmak yerine, her krizi \u201cbenzersiz\u201d ilan eder. Oysa \u00e7o\u011fu kriz, benzer ihmal ve gecikmelerin farkl\u0131 zamanlarda tekrar etmesinden ibarettir. Reaktif yakla\u015f\u0131m, bu tekrarlar\u0131 g\u00f6r\u00fcnmez k\u0131lar.<\/p>\n\n\n\n

\u00c7al\u0131\u015fanlar \u00dczerindeki Etkisi: S\u00fcrekli Alarm Hali<\/strong><\/p>\n\n\n\n

Reaktif y\u00f6netimin daim\u00ee hale gelmesi, yaln\u0131zca \u00fcst d\u00fczey karar al\u0131c\u0131lar\u0131 de\u011fil, t\u00fcm \u00e7al\u0131\u015fanlar\u0131 etkiler. S\u00fcrekli de\u011fi\u015fen \u00f6ncelikler, ani talimatlar ve plans\u0131z i\u015f y\u00fckleri, kurumsal t\u00fckenmi\u015fli\u011fi art\u0131r\u0131r. \u00c7al\u0131\u015fanlar, \u00fcretkenlik yerine \u201cyang\u0131n s\u00f6nd\u00fcrme\u201d modunda \u00e7al\u0131\u015fmaya al\u0131\u015f\u0131r. Bu da yarat\u0131c\u0131l\u0131\u011f\u0131, inisiyatifi ve aidiyet duygusunu zay\u0131flat\u0131r.<\/p>\n\n\n\n

Zamanla kurum k\u00fclt\u00fcr\u00fc de d\u00f6n\u00fc\u015f\u00fcr. Hata yapmamak de\u011fil, hatay\u0131 gizlemek; plan yapmak de\u011fil, duruma g\u00f6re y\u00f6n de\u011fi\u015ftirmek \u00f6ne \u00e7\u0131kar. B\u00f6yle bir ortamda kalite, s\u00fcrd\u00fcr\u00fclebilirlik ve yenilik\u00e7ilik geri plana itilir.<\/p>\n\n\n\n

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

Reaktif yakla\u015f\u0131m\u0131n kal\u0131c\u0131la\u015fmas\u0131, y\u00f6netimi stratejik k\u00f6rl\u00fc\u011fe s\u00fcr\u00fckler. Uzun vadeli riskler \u2013 iklim krizi, demografik d\u00f6n\u00fc\u015f\u00fcm, teknolojik i\u015fsizlik, e\u011fitimde nitelik kayb\u0131 \u2013 g\u00fcndelik krizlerin g\u00f6lgesinde g\u00f6r\u00fcnmez hale gelir. Oysa bu alanlardaki ihmal, gelecekte \u00e7ok daha a\u011f\u0131r bedeller do\u011furur.<\/p>\n\n\n\n

Strateji \u00fcretmeyen, senaryo \u00e7al\u0131\u015fmayan ve alternatif yol haritalar\u0131 olu\u015fturmayan y\u00f6netimler, krizi yaln\u0131zca ya\u015fand\u0131\u011f\u0131nda fark eder. Bu da y\u00f6netimi, olaylar\u0131n \u00f6znesi olmaktan \u00e7\u0131kar\u0131p nesnesi haline getirir.<\/p>\n\n\n\n

\u00c7\u0131k\u0131\u015f Yolu: Reaktiften Proaktife D\u00f6n\u00fc\u015f<\/strong><\/p>\n\n\n\n

Reaktif yakla\u015f\u0131m\u0131n tamamen ortadan kald\u0131r\u0131lmas\u0131 ne m\u00fcmk\u00fcnd\u00fcr ne de gereklidir. As\u0131l mesele, onun tek y\u00f6netim bi\u00e7imi haline gelmesini \u00f6nlemektir<\/strong>. Bunun i\u00e7in g\u00fc\u00e7l\u00fc veri analizi, risk y\u00f6netimi, kurumsal planlama ve \u015feffaf geri bildirim mekanizmalar\u0131 \u015fartt\u0131r. Kriz y\u00f6netimi ile stratejik y\u00f6netim aras\u0131ndaki denge yeniden kurulmal\u0131d\u0131r.<\/p>\n\n\n\n

Ba\u015far\u0131l\u0131 y\u00f6netim, sadece krizlere h\u0131zl\u0131 tepki veren de\u011fil, krizlerin neden ortaya \u00e7\u0131kt\u0131\u011f\u0131n\u0131 sorgulayan ve tekrar\u0131n\u0131 \u00f6nleyen y\u00f6netimdir. Reaktiflik, ancak proaktif bir \u00e7er\u00e7evenin i\u00e7inde anlaml\u0131d\u0131r; aksi halde y\u00f6netim, s\u00fcrekli savunmada kalan bir yap\u0131ya d\u00f6n\u00fc\u015f\u00fcr.<\/p>\n\n\n\n

Sonu\u00e7 Yerine<\/strong><\/p>\n\n\n\n

Reaktif yakla\u015f\u0131m\u0131n daim\u00ee bir y\u00f6netim modeli haline gelmesi, ilk bak\u0131\u015fta pratik ve ger\u00e7ek\u00e7i g\u00f6r\u00fcnebilir. Ancak uzun vadede bu yakla\u015f\u0131m, kurumlar\u0131 zay\u0131flat\u0131r, toplumsal g\u00fcveni a\u015f\u0131nd\u0131r\u0131r ve gelece\u011fi y\u00f6netme kapasitesini k\u00f6reltir. Y\u00f6netimin asli g\u00f6revi, sadece yang\u0131n s\u00f6nd\u00fcrmek de\u011fil; yang\u0131n\u0131n neden \u00e7\u0131kt\u0131\u011f\u0131n\u0131 anlamak ve bir daha \u00e7\u0131kmamas\u0131n\u0131 sa\u011flamakt\u0131r. Aksi halde kriz, y\u00f6netimin istisnas\u0131 de\u011fil, kal\u0131c\u0131 kaderi olur.<\/p>\n\n\n\n

ZAFER \u00d6ZC\u0130VAN<\/p>\n\n\n\n

Ekonomist-Yazar<\/p>\n\n\n\n

Zaferozcivan59@gmail.com<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

REAKT\u0130F Y\u00d6NET\u0130M\u0130N KALICILA\u015eMASI Modern y\u00f6netim literat\u00fcr\u00fcnde \u201creaktif yakla\u015f\u0131m\u201d, genellikle ka\u00e7\u0131n\u0131lmas\u0131 gereken bir davran\u0131\u015f bi\u00e7imi olarak ele al\u0131n\u0131r. Sorunlar ortaya \u00e7\u0131kt\u0131ktan sonra harekete ge\u00e7mek, olaylara \u00f6nleyici de\u011fil tepkisel bi\u00e7imde yan\u0131t vermek ve g\u00fcn\u00fc kurtarmaya odaklanmak; s\u00fcrd\u00fcr\u00fclebilir y\u00f6netim anlay\u0131\u015f\u0131n\u0131n kar\u015f\u0131t\u0131 olarak tan\u0131mlan\u0131r. Ancak son y\u0131llarda gerek kamu y\u00f6netiminde gerek \u00f6zel sekt\u00f6rde reaktif yakla\u015f\u0131m\u0131n ge\u00e7ici bir refleks olmaktan \u00e7\u0131k\u0131p daim\u00ee bir y\u00f6netim modeline d\u00f6n\u00fc\u015ft\u00fc\u011f\u00fc g\u00f6zlemlenmektedir. Bu d\u00f6n\u00fc\u015f\u00fcm tesad\u00fcfi de\u011fildir; k\u00fcresel belirsizlikler, ekonomik dalgalanmalar, siyasi gerilimler ve teknolojik h\u0131z, y\u00f6neticileri s\u00fcrekli \u201csonraki krize\u201d odaklanan bir zihin d\u00fcnyas\u0131na hapsetmektedir. Reaktiflik: \u0130stisnadan Normale Normal \u015fartlarda reaktif y\u00f6netim, ola\u011fan\u00fcst\u00fc durumlar i\u00e7in ge\u00e7ici bir ara\u00e7t\u0131r. Deprem, salg\u0131n, finansal \u00e7\u00f6k\u00fc\u015f ya da ani piyasa \u015foklar\u0131 gibi \u00f6ng\u00f6r\u00fclmesi g\u00fc\u00e7 olaylarda h\u0131zl\u0131 tepki vermek hayati \u00f6nemdedir. Ancak sorun, bu istisnai durumlar i\u00e7in geli\u015ftirilen reflekslerin kal\u0131c\u0131 hale gelmesiyle ba\u015flar. Kurumlar ve y\u00f6neticiler, zamanla planlama yapmay\u0131, riskleri \u00f6nceden analiz etmeyi ve uzun vadeli hedefler belirlemeyi ikinci plana iter. Bunun yerine, g\u00fcndem her sabah \u201cbug\u00fcn neye yeti\u015fmeliyiz?\u201d sorusu etraf\u0131nda \u015fekillenir. Bu durum, y\u00f6netimde bir al\u0131\u015fkanl\u0131k kaymas\u0131 yarat\u0131r. Reaktiflik, zay\u0131fl\u0131k olarak g\u00f6r\u00fclmekten \u00e7\u0131kar; \u201ch\u0131zl\u0131 karar alma\u201d, \u201cpratik \u00e7\u00f6z\u00fcm \u00fcretme\u201d ve \u201ckrizleri iyi y\u00f6netme\u201d gibi olumlu kavramlarla yeniden tan\u0131mlan\u0131r. Oysa bu alg\u0131 de\u011fi\u015fimi, y\u00f6netim kalitesinde sessiz ama derin bir erozyona yol a\u00e7ar. K\u0131sa Vadeli Ba\u015far\u0131 Yan\u0131lsamas\u0131 Reaktif yakla\u015f\u0131m\u0131n daim\u00ee hale gelmesinin en \u00f6nemli nedenlerinden biri, k\u0131sa vadede sonu\u00e7 \u00fcretme kapasitesidir. Krize h\u0131zl\u0131 m\u00fcdahale eden y\u00f6netici alk\u0131\u015f al\u0131r; yang\u0131n\u0131 s\u00f6nd\u00fcren ekip kahraman ilan edilir. Bu durum, \u00f6nleyici mekanizmalar\u0131n neden kurulmad\u0131\u011f\u0131n\u0131 sorgulamay\u0131 ikinci plana iter. Ba\u015far\u0131, sorunun hi\u00e7 ya\u015fanmamas\u0131yla de\u011fil, ya\u015fand\u0131ktan sonra \u201cne kadar h\u0131zl\u0131 \u00e7\u00f6z\u00fcld\u00fc\u011f\u00fcyle\u201d \u00f6l\u00e7\u00fclmeye ba\u015flan\u0131r. Bu bak\u0131\u015f a\u00e7\u0131s\u0131, \u00f6zellikle ekonomik y\u00f6netimde belirginle\u015fir. Enflasyon, i\u015fsizlik, b\u00fct\u00e7e a\u00e7\u0131\u011f\u0131 ya da d\u00f6viz kuru gibi alanlarda kal\u0131c\u0131 \u00e7\u00f6z\u00fcmler yerine, anl\u0131k d\u00fczenlemeler ve ge\u00e7ici tedbirler tercih edilir. Sorunlar \u00f6telenir, bast\u0131r\u0131l\u0131r ya da ertelenir; ancak k\u00f6k nedenlerle y\u00fczle\u015filmez. B\u00f6ylece reaktiflik, y\u00f6netimin do\u011fas\u0131 haline gelir. Kurumsal Haf\u0131zan\u0131n Zay\u0131flamas\u0131 Reaktif y\u00f6netimin kal\u0131c\u0131la\u015fmas\u0131n\u0131n bir di\u011fer sonucu, kurumsal haf\u0131zan\u0131n zay\u0131flamas\u0131d\u0131r. Uzun vadeli stratejiler, orta vadeli programlar ve sistematik analizler, \u201cacil g\u00fcndem\u201d kar\u015f\u0131s\u0131nda s\u00fcrekli ertelenir. Kadrolar s\u0131k de\u011fi\u015fir, politikalar s\u00fcreklilik kazanamaz ve her yeni y\u00f6netim, bir \u00f6ncekinin yar\u0131m b\u0131rakt\u0131\u011f\u0131 krizlerle u\u011fra\u015fmak zorunda kal\u0131r. Bu d\u00f6ng\u00fc, \u00f6\u011frenme kapasitesini de a\u015f\u0131nd\u0131r\u0131r. Kurumlar, ge\u00e7mi\u015f hatalardan ders \u00e7\u0131karmak yerine, her krizi \u201cbenzersiz\u201d ilan eder. Oysa \u00e7o\u011fu kriz, benzer ihmal ve gecikmelerin farkl\u0131 zamanlarda tekrar etmesinden ibarettir. Reaktif yakla\u015f\u0131m, bu tekrarlar\u0131 g\u00f6r\u00fcnmez k\u0131lar. \u00c7al\u0131\u015fanlar \u00dczerindeki Etkisi: S\u00fcrekli Alarm Hali Reaktif y\u00f6netimin daim\u00ee hale gelmesi, yaln\u0131zca \u00fcst d\u00fczey karar al\u0131c\u0131lar\u0131 de\u011fil, t\u00fcm \u00e7al\u0131\u015fanlar\u0131 etkiler. S\u00fcrekli de\u011fi\u015fen \u00f6ncelikler, ani talimatlar ve plans\u0131z i\u015f y\u00fckleri, kurumsal t\u00fckenmi\u015fli\u011fi art\u0131r\u0131r. \u00c7al\u0131\u015fanlar, \u00fcretkenlik yerine \u201cyang\u0131n s\u00f6nd\u00fcrme\u201d modunda \u00e7al\u0131\u015fmaya al\u0131\u015f\u0131r. Bu da yarat\u0131c\u0131l\u0131\u011f\u0131, inisiyatifi ve aidiyet duygusunu zay\u0131flat\u0131r. Zamanla kurum k\u00fclt\u00fcr\u00fc de d\u00f6n\u00fc\u015f\u00fcr. Hata yapmamak de\u011fil, hatay\u0131 gizlemek; plan yapmak de\u011fil, duruma g\u00f6re y\u00f6n de\u011fi\u015ftirmek \u00f6ne \u00e7\u0131kar. B\u00f6yle bir ortamda kalite, s\u00fcrd\u00fcr\u00fclebilirlik ve yenilik\u00e7ilik geri plana itilir. Stratejik K\u00f6rl\u00fck Riski Reaktif yakla\u015f\u0131m\u0131n kal\u0131c\u0131la\u015fmas\u0131, y\u00f6netimi stratejik k\u00f6rl\u00fc\u011fe s\u00fcr\u00fckler. Uzun vadeli riskler \u2013 iklim krizi, demografik d\u00f6n\u00fc\u015f\u00fcm, teknolojik i\u015fsizlik, e\u011fitimde nitelik kayb\u0131 \u2013 g\u00fcndelik krizlerin g\u00f6lgesinde g\u00f6r\u00fcnmez hale gelir. Oysa bu alanlardaki ihmal, gelecekte \u00e7ok daha a\u011f\u0131r bedeller do\u011furur. Strateji \u00fcretmeyen, senaryo \u00e7al\u0131\u015fmayan ve alternatif yol haritalar\u0131 olu\u015fturmayan y\u00f6netimler, krizi yaln\u0131zca ya\u015fand\u0131\u011f\u0131nda fark eder. Bu da y\u00f6netimi, olaylar\u0131n \u00f6znesi olmaktan \u00e7\u0131kar\u0131p nesnesi haline getirir. \u00c7\u0131k\u0131\u015f Yolu: Reaktiften Proaktife D\u00f6n\u00fc\u015f Reaktif yakla\u015f\u0131m\u0131n tamamen ortadan kald\u0131r\u0131lmas\u0131 ne m\u00fcmk\u00fcnd\u00fcr ne de gereklidir. As\u0131l mesele,…<\/p>\n","protected":false},"author":11,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26,267],"tags":[],"class_list":["post-4652","post","type-post","status-publish","format-standard","hentry","category-kose-yazarlari","category-zafer-ozcivan"],"_links":{"self":[{"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/posts\/4652","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/users\/11"}],"replies":[{"embeddable":true,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4652"}],"version-history":[{"count":1,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/posts\/4652\/revisions"}],"predecessor-version":[{"id":4653,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=\/wp\/v2\/posts\/4652\/revisions\/4653"}],"wp:attachment":[{"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4652"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4652"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tr.sektorturk.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4652"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}