影響政府危機溝通良窳因子之研究：以我國防治新型冠狀病毒（COVID-19）與太魯閣號事故為例

良好的危機溝通能提升政府危機應變效能、加速危機之修復；另一方面能提高國人對政府的信任，進而改變社會大眾對政府的認知與評價，促使政府當局不得不加以重視。本研究旨在探究影響政府危機溝通良窳的因素，研究者首先爬梳國內外有關文獻，試圖從「危機階段」、「組織設計」及「媒介使用」角度歸納出政府機關危機溝通的成功因子，並據此作為政府面對當前幾個重大危機時溝通表現的判斷準據。本研究為質性研究取向，採取次級資料分析法與深度訪談法，針對「2020年我國防治新型冠狀病毒（COVID-19）」與「臺鐵太魯閣號事故」之危機溝通情形進行個案研究。經研究發現，政府在面對重大公共危機時，大致均能依循文獻所提之成功因子；惟其溝通品質的良窳則取決於「政府高層能否給予有力的支持」、「組織內部溝通是否開放且暢通」及「組織對外溝通是否積極且透明」等三個主要因素。依據研究發現及結論，本研究最後提出建議如下：一、建立全政府、跨部門及跨領域的通力合作，降低危機損害。二、透過加強宣導與確實裁罰，提升組織及社會大眾危機意識。三、導入新工具、新方法與新思維，與民間協力共享災情資訊。四、建立透明且暢通的示警或通報機制，以掌握危機處理時效。五、重視危機小組成員角色的功能性、培育機關內部專業人才。六、讓基層聲音確實上達決策系統，使規章制度符合實際需求。七、整合諮詢與通報專線，適度委外辦理並加強宣導客服電話。八、主動對外溝通，經常與民眾分享機關核心價值的守護成果。

關鍵字

危機溝通；新型冠狀病毒；太魯閣號事故；疾病管制署；臺灣鐵路管理局

並列摘要

Good crisis communications enhance the effectiveness of the government’s crisis response and speed up the post-crisis recovery. At the same time, good crisis communications also increase the level of public confidence in the government, thereby shaping the general public's perception and evaluation of the government. That’s why the government authorities have to pay attention to crisis communications. This research is focused on exploring the factors that influence the government’s crisis communications. This research begins by reviewing domestic and international literature and summarizing the success factors of government crisis communications, categorized under “crisis phase”, “organizational design” and “media tools”. Then relies on these success factors as benchmark to evaluate the performance of the government’s crisis communications when facing major crises recently. This research is a qualitative study, employing the methodologies of secondary data analysis and in-depth interview, to analyze Taiwan’s government crisis communications in two real-world cases: Taiwan's experience fighting COVID-19 in 2020, and Taiwan’s handling of the Taroko train accident. The research has found that when facing major public crises, the government generally follow the success factors summarized in the literature review; however, the quality of its communications hinges on three key questions: whether the senior leadership in government provides substantial support, whether the organization’s internal communications are open and smooth, and whether the organization’s external communications are proactive and transparent. Based on these findings, this research concludes by making the following recommendations: 1. Develop whole-of-government, cross-departmental and interdisciplinary collaborations to minimize the damage arising from a crisis. 2. Raise the crisis awareness within the organization and among the general public through strengthening awareness campaigns and imposing penalties on violations. 3. Adopt new tools, new methods and a new mindset to collaborate with the private sector on the sharing of information on disasters. 4. Establish an alert system or notification mechanism that facilitates transparent and smooth communications, so as to enable crisis response in a timely manner. 5. Put appropriate emphasis on the role and functions of the crisis management team and provide training to develop professional talents within the organization. 6. Ensure the opinions from grassroots can reach the decision-making level so as to adapt relevant guidelines and systems to actual needs. 7. Integrate consultation and reporting hotlines, outsource as appropriate, and promote public awareness of customer service hotline. 8. Communicate externally in proactive manner and regularly share core values and concrete results to the general public.