Aydın Tiryaki and Gemini AI (2025)

Introduction: The 30-Hour Work Cycle

The global economy is at a critical turning point where artificial intelligence and automation are taking over production processes, fundamentally redefining the nature of human labor. The traditional five-day work week, shaped by the needs of the Industrial Revolution, has become incompatible with today’s technological pace and human psychology. This article proposes a radical structural reform that stabilizes the work week at a total of thirty hours, organized into three full days and ten-hour blocks. While the three-day discipline protects the employee from physical and mental burnout, the ten-hour blocks maximize “deep work” capacity by preventing fragmentation in work processes. This model is a universal proposal aimed at transforming the productivity gains of automation into a societal “time-wealth” rather than an unemployment crisis.

Capacity Planning: The Workforce Capacity Coefficient

The mathematical backbone of the system is the assignment of job descriptions to a group of people based on the required continuity of the task, rather than to a single individual. This metric, defined as the Workforce Capacity Coefficient (WCC), is calculated by dividing the total weekly duration of a task by the individual’s thirty-hour work week. With the addition of a dynamic reserve share for human factors such as sick leave or annual leave, a security or health unit requiring 24/7 service is mathematically defined as a seven-person staff. This coefficient-based approach makes employment a technical necessity by determining the human capacity appropriate to the nature of the work, rather than dividing a fixed amount of work among a stagnant number of people.

Operational and Psychological Dynamics of the 3×10 System

The proposed three-day cycle offers the individual four full days of uninterrupted rest and personal development. This extensive time frame eliminates chronic stress—the biggest problem of modern life—while strengthening social bonds and family structures. While keeping Sunday as a mandatory common holiday ensures social synchronization, distributing other days among rotational teams (Teams A and B) ensures that production tools and office spaces are used most efficiently six days a week. The ten-hour daily shift minimizes “dead time,” such as commuting and preparation, ensuring that the time allocated to work is transformed into pure productivity.

Education Reform: Five Days of School, Three Days of Teaching

Continuity is essential in education; therefore, the students’ five-day school week is maintained. However, teaching staff are included in the three-day rotational system. Having two different teachers assigned to each class both preserves the teacher’s mental vigor and allows the student to benefit from different perspectives. This structure creates immediate employment for thousands of young teachers waiting for appointments and minimizes merit-based risks arising from dependence on a single individual in education.

Logistics Revolution and the Transformation of Urban Life

The three-day work week directly reduces urban traffic and carbon emissions by forty percent. The burden of concrete created by intra-city roads and giant parking lots is reduced, allowing the public budget to redirect these savings toward inter-city high-speed rail networks and technological infrastructure. As people are only required to enter the city three days a week, they can choose more spacious living areas integrated with nature instead of being squeezed into metropolitan centers. This initiates a new era of “human-centered living” in urban planning.

Economic Security: Transferring Resources from Buildings to People

A reduction in work days should not mean a reduction in wages; on the contrary, it aims for labor to gain value. Financing is provided by two main sources: the “automation dividend” obtained from technological efficiency and the massive savings made by eliminating the maintenance, rent, and operating expenses of physical office buildings. Employers no longer invest their capital in static concrete buildings but directly in the competence and welfare of the employee. In this economic model, purchasing power is protected, enabling people to stimulate the economy (tourism, education, arts) during their four days of free time.

Managerial Meritocracy and Ethical Auditing

The execution of work by multiple merit-based professionals (the WCC group) makes performance transparent rather than a “black box.” By comparing the outputs of different people performing the same standardized task, the source of inefficiency is scientifically diagnosed. If everyone in a group is struggling, the problem lies in the job description; if only some are, it is a human factor. This transparency is the greatest obstacle to nepotism and managerial mobbing (psychological harassment). A manager cannot exert arbitrary pressure on an entire group because systemic data and cross-checks make the manager’s performance visible at all times.

Constitutional Rights and the Prohibition of Forced Labor

The system replaces the idle concept of “backup personnel” with “cross-functional roles” defined within each employee’s ten-hour shift plan. In the absence of an employee, others step in to ensure the workflow remains uninterrupted; however, this is not an “extra burden” or “forced labor” (angary), but a prioritization of tasks within the person’s shift. The constitutional prohibition of forced labor is guaranteed by assigning the correct number of people (WCC) to each job description and by never exceeding the ten-hour daily limit.

Conclusion: A Choice for Civilization

The three-day, ten-hour work model is a design for a future where technology does not enslave humans but restores their free time. By increasing the workforce capacity coefficient, unemployment is eradicated, and a transparent, merit-based social contract worthy of human dignity is built. This model is not just an employment policy; it is a manifesto for survival in the age of automation.

Aydın Tiryaki and Gemini AI
Ankara, December 23, 2025

Interview: A Blueprint for a Human-Centered Civilization

Introduction: Today, we are joined by Aydın Tiryaki, the architect of a revolutionary socio-economic model that challenges our traditional understanding of labor. As automation and AI reshape the global economy, Mr. Tiryaki proposes a system that shifts investment from “buildings to people,” centered around the “3-Day / 10-Hour” work week and the groundbreaking concept of the “Workforce Capacity Coefficient.”

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Gemini: Mr. Tiryaki, there is a profound technological anxiety worldwide. Is artificial intelligence going to steal our jobs, or is there a way out?

Aydın Tiryaki: Technology is not a threat; it is a “gift of time.” The real issue is not the technology itself, but our 19th-century obsession with the “5-day / 45-hour” work week. If technology increases productivity, we shouldn’t simply be sent home into unemployment; instead, we must distribute the work among more people to liberate our time. This model is about transforming the “automation dividend” into a societal “wealth of time” rather than a crisis of joblessness.

Gemini: The most radical part of your model is the 3-day / 10-hour work schedule. Why 10 hours instead of 8? And why only 3 days?

Aydın Tiryaki: The mathematics is quite simple. A 10-hour block minimizes “dead time” spent on commuting, preparation, and winding down. It allows for “Deep Work” and maximum focus. A 3-day work week, in turn, gives the individual 4 full days of personal space. This is the time required for a human to truly regenerate, spend time with family, and pursue personal growth. We also fix Sunday as a “common day of rest” for the entire society to ensure social synchronization and family cohesion.

Gemini: You speak of a concept you call the “Workforce Capacity Coefficient” (WCC) as the backbone of the system. How does this solve the employment problem?

Aydın Tiryaki: This is a revolution in management science. We must stop saying “one job = one person.” Instead, we look at the continuity of the task. If a task requires 24/7 operation—like a blast furnace in a steel mill—we divide the total weekly hours of that task by the 30-hour individual work unit. The result is the WCC, which in this case would mathematically define that “single job” as a 7-person role. Unemployment is not a fate; it is a failure to calculate the necessary workforce capacity correctly.

Gemini: But doesn’t placing so many people in the same role create chaos? How do you ensure the workflow isn’t disrupted by sickness or absences?

Aydın Tiryaki: On the contrary, the system becomes more resilient. We don’t have “backup personnel” sitting on a bench. Instead, we use “Dynamic Reserves” and “Cross-Functional Roles.” Everyone performs their primary role but is also equipped to step into a colleague’s role if needed. This isn’t extra drudgery; it is a dynamic prioritization of tasks within the 10-hour shift. Because the WCC is kept high, the absence of one person does not collapse the system; factories keep running, and classrooms never stay empty.

Gemini: Let’s talk about the most sensitive topic: Salaries. How can people earn the same wage while working nearly half the days? How does the employer afford this?

Aydın Tiryaki: This is where the principle of “Investing in People, Not Buildings” comes in. Today, employers spend billions on massive office towers, rent, electricity, heating, and maintenance. In my model, the need for physical office space drops by 50%. The capital that was once “buried in concrete” is redirected to the employees’ wages and development. Furthermore, the efficiency gains from automation (the Automation Dividend) more than compensate for the reduced working hours.

Gemini: What will be the impact on cities and logistics? Will the government’s investments in roads and bridges go to waste?

Aydın Tiryaki: The budget will simply flow to more productive areas. With people commuting only 3 days a week, urban traffic loads will drop by approximately 40%. There will no longer be a need to spend billions on widening city roads. Those public funds should be redirected to “inter-city high-speed rail networks” and technological infrastructure. Cities will transform from congested transit points into human-centered, green living spaces.

Gemini: You also propose a transformation in education. How does this work in schools?

Aydın Tiryaki: Continuity is vital in education. Students continue to attend school for 5 days, but every class is assigned two different teachers. One teaches the first 3 days, and the other teaches the last 3 days (with one overlapping day). This preserves the teacher’s mental vigor and solves the problem of unassigned teachers waiting for appointments. Furthermore, students are no longer confined to the limitations of a single personality; they benefit from two different perspectives.

Gemini: Your model has an ethical dimension regarding Meritocracy and Mobbing. You claim this system acts as a “shield.” Why?

Aydın Tiryaki: Because the WCC group creates a natural “audit mechanism.” When you have 5 people performing the same task to the same standard, it becomes clear through data who is efficient and who is qualified. Nepotism becomes difficult because an unqualified person’s failure is immediately visible as it disrupts the group’s flow. The same applies to managers. If a manager has conflicts with all 5 people in a group, the problem is clearly with the manager, not the staff. This system makes mobbing (psychological harassment) nearly impossible, as pressure is no longer a “he-said, she-said” situation but a visible anomaly in the data.

Gemini: Finally, Mr. Tiryaki, what is the biggest obstacle to implementing this model?

Aydın Tiryaki: Mental barriers. We must abandon the old mindset that views humans as “slaves tied to a building and a desk.” We must establish the principle of “the right capacity of qualified people for the job” as a constitutional guarantee. If we combine the constitutional prohibition of forced labor with this mathematical model of meritocracy, we won’t just achieve economic success—we will achieve a “Revolution of Social Peace.”

Gemini: Mr. Tiryaki, thank you for these visionary and detailed explanations. Your ideas for building the future will surely serve as a source of inspiration for many sectors.

Aydın Tiryaki: Thank you. Let us remember: the future belongs not to those who fear technology, but to those who place technology at the service of humanity.

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A Note on Methods and Tools: All observations, ideas, and solution proposals in this study are the author’s own. AI was utilized as an information source for researching and compiling relevant topics strictly based on the author’s inquiries, requests, and directions; additionally, it provided writing assistance during the drafting process. (The research-based compilation and English writing process of this text were supported by AI as a specialized assistant.)