In a country, if a telephone fault is not fixed for 20 days, it is no longer the cable.
The question is where that cable is connected.
There has been no phone and internet on my street for almost two weeks. Neither a technical team comes nor a concrete solution is produced. The fault location is clear. The broken cables are obvious. Photos have been taken and forwarded to the relevant places. But there is no intervention.
At first one thinks “technical glitch”.
Then you learn: “Istanbul is in this state”... There is urban transformation... The team is insufficient...”
This is where the fault shifts.
It's not the cable anymore.
The problem is in planning.
The problem is in management.
The problem is responsibility.
Imagine a public service: It is obliged to provide the most basic communication right of citizens. But he can't fulfill it for 20 days. Moreover, this is presented not as an exception, but as a normalized situation...
You know what's more interesting?
They direct you to a WhatsApp line. You write. Do you get a reply? No, you don't. After a while you realize that the line is not a solution channel, but a virtual distraction mechanism.
You call Türk Telekom, voice recording:
“There is a malfunction in your area...”
You enter the app:
“The troubleshooting date has been updated.”
It's the same thing every day:
If today the supply has not been eliminated, they write the date for tomorrow. .
Not tomorrow, the next tomorrow.
This is no longer a technical delay.
This is an institutional habit.
Managing time instead of solving the problem.
Postponing expectations instead of producing services.
Instead of providing solutions to the citizen, it is to move him/her around the system.
What is more serious is this:
The point of contact, i.e. the public authority, does not present a different picture. The WhatsApp line of the Ministry of Transportation produces the same cycle. You write, the response goes nowhere. The process does not move forward. Responsibility becomes invisible.
Then it is inevitable to ask the question:
Where really is the fault?
The cable in the field?
Or in the decision-making mechanisms?
If an institution is unaware of this problem, it is a weakness of management.
If he is aware and does not solve it, this is an abdication of responsibility.
In both cases, we have a structural problem, not a technical one.
Today we are facing an internet outage. Tomorrow, the same picture will emerge in another service. Because the issue is not singular; it is a functioning, a way of thinking.
Public service is not a favor to citizens.
It is an obligation.
And if this obligation is not fulfilled, it is a fallacy to look for the fault below.
Because sometimes it's really...
The fault is upstream.
But “Türk Telekom” does not neglect to send the following message every day:
“Dear Customer, We are continuing our investigation and works regarding your complaint 5639815503. B001”