1986年，德國著名社會學大師 Ulrich Beck在《風險社會》（Risk Society）一書中，首次提出“風險社會”的概念。以當前全球化的世局來看，不僅是經濟全球化、金融全球化、文化全球化、公民社會全球化，更真切的說，就是社會風險的全球化。在全球化的大背景下，人類社會面臨著比以往任何時候都有更多的風險，如大規模失業的風險、貧富分化加劇的風險、生態風險等等，這些議題涵蓋了政治、經濟、文化…等領域。在此形勢的挑戰下，除了硬體創新科技的研發與運用之外，人的觀念及知識典範也必須隨之轉移。
面對這樣急遽變化的社會情境，Ulrich Beck 認為，任何風險所爆發出來的災難或危機，人們必須從風險醞釀時就開始管理才可能產生效果，這就是我們說的「風險意識」和「危機管理」。具體來說，對於危機的管理，人們應該在風險醞釀的階段就開始做「危機預防」的工作，不能等到危機爆發了以後才開始進行「危機處理」，那是不可能發揮抑制危機的效能，也不可能做到完善的「危機復原」，也就是一般所說的，將危機化為轉機，在危機之後的環境創造「利基」。日本犯罪預防專家 雨宮･護 (Mamoru Amemiya)：「面對犯罪，我們要做的並非是在犯罪發生後才開始應對，而是應該要在事前根據資料分析，預測犯罪可能發生的場所及時間，並與警方進行合作…」。
至於要如何做到有效的「危機預防」呢？以當前現代化社會來看，幾乎所有生活機能的設備都已經使用了電子科技，其速度不可同日而語，功能一旦失衡、體制異化，危機爆發時將迅雷不及掩耳。所以，要想有效管理危機，也必須運用更先進的科技，才能夠穿透時間、空間及議題專業，那就是「大數據」的運用。
整體來看，危機可以分為兩大部分：人類科技能力可以預防的危機，以及既有科技無法預防的危機。隨著人類科技能力的提升級運用，譬如大數據的運用，人們就可以增加掌控風險的能力和範圍，減少不可預測性、不可預防性的危機範圍。面對世界各地的危機事件頻傳，在整體危機的管理思惟上，我們必須回答下列三大問題，才能真正有效排除危機的威脅：
一、造成危機的根本原因是甚麼? 天災或人禍?
二、危機就是轉機，該怎麼做才能轉危為安?
三、危機可以創造「利基」，如何創造?
本課程將針對危機管理的整體概念，以及危機預防、危機處理、危機復原的關連機制和實體工作做深入論述；讓學習者除了瞭解整體機制的建構外，還能瞭解有機連結的各階段應該做哪些具體的工作。
課程評量分三個部分：30% 期中考 (open book)、40% 期末心得報告及30% 課程參與。
In 1986, Ulrich Beck, a famous German socialist, proposed the concept of "risk society" for the first time in the book "Risk Society". Judging from the current globalization, it is not only economic globalization, financial globalization, cultural globalization, and civil society globalization, but more seriously, it is the globalization of social risks. Against the backdrop of globalization, human society is facing more risks than ever before, such as the risk of large-scale unemployment, the risk of increasing the drama of wealth and wealth, the ecological risks, etc. These issues cover the fields of politics, economy, culture, etc. Under this challenge of shape, in addition to the research and development and use of hardware innovative technologies, people's concepts and knowledge patterns must also be transferred.
Faced with such a rapidly changing social situation, Ulrich Beck believes that people must start managing any disaster or crisis caused by risks before they can achieve results. This is what we call "risk awareness" and "crisis management". Specifically, for the management of crisis, people should start "crisis prevention" at the stage of risk recovery. They cannot wait until the crisis breaks out before starting "crisis treatment". It is impossible to suppress the effectiveness of the crisis, nor can they achieve a complete "crisis recovery", which is generally said to turn the crisis into a reversal and create a "niche" in the environment after the crisis. Japanese crime prevention expert Mamoru Amemiya: "In the face of crime, what we need to do is not to start to respond after the crime occurs, but to predict the location and time of the crime based on data analysis in advance, and cooperate with the police..."
As for how to achieve effective "crisis prevention"? Judging from the current modern society, almost all equipment with daily functions have used electronic technology, and its speed is incomparable. Once the functions are unbalanced and the system is different, the crisis will be lightning-rushing when it explodes. Therefore, in order to effectively manage crisis, more advanced technology must be used to penetrate time, space and topic expertise, that is, the use of "large data".
Overall, crisis can be divided into two parts: crisis that can be prevented by human technological capabilities, and crisis that cannot be prevented by existing technology. With the improvement of human technological capabilities, such as the use of large numbers, people can increase their ability and scope to control risks and reduce the scope of unpredictable and unpredictable crisis. Faced with the transmission of crisis events around the world, in terms of overall crisis management thinking, we must answer the following three major questions in order to truly and effectively eliminate the threat of crisis:
1. What is the fundamental cause of the crisis? Is it a disaster or a human disaster?
2. Crisis is a turnover. What should we do to turn a turnover?
3. Crisis can create a "niche". How to create it?
This course will provide in-depth discussions on the overall concept of crisis management, as well as the correlation mechanism and physical work of crisis prevention, crisis treatment, and crisis recovery; let learners not only understand the structure of the overall mechanism, but also understand what specific work should be done at each stage of organic linkage.
The course evaluation is divided into three parts: 30% midterm exam (open book), 40% final experience report and 30% course participation.
1. 風險社會：通往另一個現代的路上，作者： Ulrich Beck， 譯者： 汪浩，巨流出版社，2004。
2. Steven Fink, Crisis Management: Planning for the Inevitable (Lincoln, NE:
American Management Association2002).
3. Michael Regester & Judy Larkin, Risk Issues and Crisis Management (UK; Philadelphia, USA：
Creative Print and Design ,Wales, 2006).
1. Risk Society: On the Road to Another Modern Time, Author: Ulrich Beck, Translator: Wang Hao, Juliu Publishing House, 2004.
2. Steven Fink, Crisis Management: Planning for the Inevitable (Lincoln, NE:
American Management Association2002).
3. Michael Regester & Judy Larkin, Risk Issues and Crisis Management (UK; Philadelphia, USA:
Creative Print and Design ,Wales, 2006).
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 期中考試期中考試 Midterm exam |
30 | 針對期中的課程進度進行期中考 |
| 課堂出席與參與課堂出席與參與 Class attendance and participation |
30 | 出席率和參與課程討論 |
| 期末對實務案例做書面報告期末對實務案例做書面報告 At the end of the period, the practical case is reported in person |
40 | 針對實務性考題作答: Take-home Exam |
