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, the famous German sociology master Ulrich Beck first proposed the concept of "risk society" in his book "Risk Society". Judging from the current situation of globalization, it is not only economic globalization, financial globalization, cultural globalization, and civil society globalization, but more truly, it is the globalization of social risks. In the context of globalization, human society is facing more risks than ever before, such as the risk of mass unemployment, the risk of increasing polarization between rich and poor, ecological risks, etc. These issues cover politics, economy, culture, etc. ...and other fields. Under the challenges of this situation, in addition to the research, development and application of innovative hardware technologies, human concepts and knowledge models must also be transferred accordingly.
Faced with such a rapidly changing social situation, Ulrich Beck believes that any disaster or crisis caused by a risk must be managed from the moment the risk is brewing in order to be effective. This is what we call "risk awareness" and "crisis management" ”. Specifically, for crisis management, people should start doing "crisis prevention" work when the risk is brewing. They cannot wait until the crisis breaks out before starting "crisis handling". It is impossible to exert the effectiveness of suppressing the crisis. It is also impossible to achieve perfect "crisis recovery," which is generally known as turning a crisis into an opportunity and creating a "niche" in the post-crisis environment. Japanese crime prevention expert Mamoru Amemiya: "In the face of crime, what we have to do is not to respond after the crime occurs, but to predict the place and time where the crime may occur based on data analysis beforehand. And cooperate with the police..."
As for how to achieve effective "crisis prevention"? Judging from the current modern society, electronic technology has been used in almost all devices with daily life functions. The speed is unparalleled. Once the functions are out of balance and the system is alienated, a crisis will occur with lightning speed. Therefore, if we want to effectively manage crises, we must also use more advanced technology that can penetrate time, space and topic expertise. That is the application of "big data".
Overall, crises can be divided into two parts: crises that can be prevented by human technological capabilities, and crises that cannot be prevented by existing technology. With the advancement of human technological capabilities, such as the use of big data, people can increase their ability and scope to control risks and reduce the scope of unpredictable and unpreventable crises. In the face of frequent 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 crises:
1. What is the root cause of the crisis? Natural disaster or man-made disaster?
2. Crisis is a turning point. What should we do to turn the crisis around?
3. Crisis can create a "niche". How to create it?
This course will provide an in-depth discussion of the overall concept of crisis management, as well as the related mechanisms and substantive work of crisis prevention, crisis handling, and crisis recovery. In addition to understanding the construction of the overall mechanism, learners can also understand what should be done at each stage of the organic connection. What specific jobs.
Course evaluation is divided into three parts: 30% midterm exam (open book), 40% final 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: The Road to Another Modernity, 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 Make a written report on practical cases at the end of the term |
40 | 針對實務性考題作答: Take-home Exam |
