從頂新事件探討政府危機管理模型

危機無所不在，無論是個人、企業或政府皆應重視危機管理之課題。本研究旨在探討政府的危機管理，藉由危機管理理論，借鏡企業之危機管理經驗，同時以2014年頂新食用油事件作為個案討論，檢驗政府危機管理模型與政府之危機管理作為，建立政府危機管理模型。參考行政院之「風險管理與危機處理手冊」，依照危機管理三階段論，將危機分為危機潛伏期、危機爆發處置期及危機善後期。於危機潛伏期重點工作項目可分為危機偵測系統與危機計畫，於危機爆發處置期重點工作項目可分為危機應變小組、危機溝通與危機策略聯盟，危機善後期之重點工作項目為修復與學習修正。經文獻分析與個案研究結果發現，尚有其他關鍵的影響因素包括領導風格與倫理文化。以2014年頂新事件政府之因應作為對照政府危機管理模型加以檢驗，可發現政府在危機潛伏期有危機偵測系統與危機計畫之編制，但危機偵測系統的運作有疏漏，因而未能早期辨識危機並予以處置，造成事件爆發損害擴大；在危機爆發處置期政府有危機應變小組的編制，亦積極進行危機溝通，但在危機溝通的技巧上，未能展現同理心與資訊的正確性及一致性，造成溝通效能降低，對內則在各部會間的聯繫有待加強，有關危機策略聯盟有與民間實驗室合作，加速檢驗，公私協力部分已有作為，但可再加以發揮。就危機善後階段，政府成立食品安全辦公室統合監督各機關就食品安全之工作，從經驗中學習以強化類似危機之因應能力。本研究提出整合性政府危機管理模型，研究結果發現政府組織型態與企業不同，且在危機管理模型中領導風格與倫理文化為重要影響因素，可作為未來研究方向。

關鍵字

危機管理；食品安全政策

並列摘要

Crisis management is always an important issue that cannot be neglected for corporations, governments and even individuals. The aim of this research is to study the government's crisis management through the applications of the theories to reflect the real practices. Ting Hsin’s Oil Crisis in 2014 is used as the case study to examine the government’s strategic model in dealing with the crisis. The “Risk& Crisis Management Manual” issued by Executive Yuan is referred to for the three courses of crisis which are “Latency Stage”, “Outbreak& Management Stage” and “Recovery Stage”. The crisis detection system and plan can be generalized at the stage of “Latency” ; the “Emergency Response Team”, “Crisis Communication” and “Crisis Strategies Alliance” should be developed during the stage of “Outbreak& Management”; the restoration and adjustments are happened at the stage of “Recovery”. We’ve found out that there’re still other influential factors such as leadership and ethical culture after the Documentary Analysis and Case Study were done. Take the case of Ting Hsin’s Oil Crisis in 2014 to examine our government’s Crisis Management Model, it is found that the detection system and plan for crisis had already existed; however, the operation of the system was not complete enough to determine the crisis for earlier management to prevent the spread out of the damage. The “Emergency Response Team” was also organized to deal with it positively; however, the communication skills were not applied properly with empathy, correctness and unity of the information. The connections among the concerned units need to be improved as well, including the cooperation made with the local laboratories to speed up the testing time. As for the “Recovery Stage”, the related offices should be established by the government for the supervision of food security and the crisis management ability should be learned from these experiences. We’ve noticed that the government’s strategic model of integrated crisis management raised from this research is different from enterprises and “Political Confrontation” has played an essential role in it.