福岛核事故的危机管理及其反思

The Crisis Management of Fukushima Nuclear Accident and Its Reflection

从危机管理及其绩效而言,日本在核事故发生前,未能从体制、机制、法制和预案等方面"避免事故发生";在紧急处置中,未能"阻止坏事变得更坏";在事故发生后,未能"将坏事转变为好事"。追问福岛核事故及其危机管理可得到以下五点启示:一是风险偏好选择奠定了发生"福岛核事故"的逻辑基础。二是"国策民营"模式造就了核电公司的逐利属性。三是模糊化的管理体制成为了政企利益勾连的温床。四是政治的过度介入将招致"管理危机"与"技术危机"。五是重大核事故的特点决定了只凭一国之力仍难以应对与管控。

In terms of crisis management and its effectiveness, Japan had not been able to avoid Fukushima Nuclear Accident through its systems, mechanisms and legal systems. When it was dealing with the emergency situation, it failed to stop the situation from growing worse. After the accident, it failed to turn the negative outcome into something slightly more positive. We can get five inspiring conclusions by analyzing the crisis management of Fukushima Nuclear Accident. First, the risk preference laid the logical foundation for the Fukushima Nuclear Accident. Second, the＂state-planning- citizen- running＂pattern of the nuclear plant determines the nuclear plant＇s priority to seek for profits. Third, the blurry management system has become the hotbed of government and enterprises＇ collusion of interests. Fourth, political over-intervention will lead to＂management crisis＂and＂technical crisis.＂Fifth, the characteristics of major nuclear accidents show that the strength of a country alone is not enough to manage the crises caused by the accidents.