在行動網路與社群平台普及下，民眾由被動閱聽者轉為內容產製者，使公共事件在危機爆發初期即可於網路場域快速升溫並形成社會風暴。近年多起大規模停電事件輿論往往先在社群中發酵，並外溢至能源政策、政治責任與政府信任等議題，造成民眾情緒反應常快於政府回應節奏，形成溝通落差與治理壓力。本研究以2021年513、517與2022年303 三起大停電事件為個案，結合網路輿情分析、政府溝通文本編碼與深度訪談，回應網路輿情趨勢、政府策略、策略效果與交互影響機制。
研究發現三起停電事件的網路輿情皆呈現社群場域主導、快速升溫與橫向擴散的風暴化特徵，民眾在危機初期即透過社群平台同步拼湊資訊、分享經驗並宣洩情緒，使主導敘事與責任歸因往往先於官方說明成形。情緒趨勢則顯示負向情緒具有累積性，且議題常由事故處置與復電進度外溢至能源政策、政治責任與政府信任評價，反映停電危機不僅是技術事故，更是治理能力與監督責任的檢驗。
政府回應策略配置上，多以事故說明、復電進度與補救措施等告知型訊息及減責策略為主，重建策略多由行政首長執行道歉與承擔，然而若未同步補足不確定性管理、同理安撫與如何避免再發的治理說明，容易形成兩類斷層，其一為告知與調適之間的斷層；其二為語藝與行動之間的斷層，當民眾在後續看不到或無法辨識相對應的具體作為與進度，語意策略說服力快速到頂並留下情緒債，使假訊息、責任究責與價值化爭點在復電後仍可能延續，形成回饋循環。
基於此，本研究建議提早將網路輿情納入指揮決策與策略配置依據，建立聲量與情緒警戒線與觸發條件，以固定更新節奏、主責發言機制降低資訊真空，除了誠實揭露、滾動更新、一致發言，更需要加入行動證成的語言，建構能有效連接事故處理、社會情緒與治理責任的動態溝通模式。

With the widespread adoption of mobile networks and social media platforms, the public has shifted from passive listeners to content creators, enabling public events to rapidly escalate and create social storms in the early stages of a crisis online. In recent years, public opinion surrounding numerous large-scale power outages has often first fermented on social media, spilling over to issues such as energy policy, political responsibility, and government trust. This has resulted in public emotional reactions often outpacing government responses, creating communication gaps and governance pressure. This study uses three major blackout incidents including May 13th and 17th, 2021, and March 3rd, 2022. Combining online public opinion analysis, government communication strategies coding, and in-depth interviews to address online public opinion trends, government strategies, strategy effectiveness, and interactive influence mechanisms.
The study found that online public opinion surrounding all three blackout incidents exhibited characteristics of social media dominance, rapid escalation, and horizontal diffusion, resembling a storm. In the early stages of the crisis, the public simultaneously pieced together information, shared experiences, and vented emotions through social media, causing dominant narratives and attributions of responsibility to often take shape before official statements. Sentiment trends show that negative emotions are cumulative, and issues often spill over from accident handling and power restoration progress to energy policy, political responsibility, and government trust evaluation, reflecting that power outage crises are not only technical accidents but also tests of governance capabilities and oversight responsibilities.
In terms of government response strategies, the focus is mainly on informing the public with accident reports, power restoration progress, and remedial measures, as well as mitigation strategies. Reconstruction strategies are often implemented by the head of government through apologies and accountability. However, without simultaneous supplementary explanations of uncertainty management, empathetic reassurance, and how to prevent recurrence, two types of gaps can easily form: one is the gap between notification and adjustment; the other is the gap between rhetoric and action. When the public cannot see or identify corresponding concrete actions and progress, the persuasive power of semantic strategies quickly reaches its limit, leaving emotional debt. This allows misinformation, accountability, and value disputes to continue even after power is restored, creating a feedback loop.
Based on this, this study suggests incorporating online public opinion into command decision-making and strategy configuration as early as possible, establishing warning lines and triggering conditions for volume and emotion, reducing information vacuums with a fixed update rhythm and a mechanism for responsible statements, and adding language to demonstrate action in addition to honest disclosure, rolling updates, and consistent statements, thus constructing a dynamic communication model that can effectively connect incident handling, social emotions, and governance responsibilities.

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