災難是一項重大的創傷事件，常帶給人長久而深遠的影響。然而，多數的研究所關注的焦點都只在與創傷後壓力疾患(PTSD)有關的症狀反應上。本研究以羅夏克測驗作為研究工具，以了解921地震受災的居民內在的人格結構，並進一步探討PTSD與羅夏克測驗反應型態的關係。最後共收集32名在地震發生一年十個月後仍居住在組合屋的災民為樣本，比較他們的羅夏克測驗結果與常模的差異，結果發現當中有高比例的人呈現出逃避型的問題解決風格，普遍來說是壓抑情緒的，有著較低的現實機能(reality testing)與壓力耐受度；此外，他們有著較低的自尊與自我認同感，並且對人的關係是疏離的。此外，本研究根據災民們的創傷後壓力症狀篩選出3名符合PTSD診斷的災民，結果發現在13項與PTSD有關的指標中，3人都達到標準的只有2項(低Afr與T = 0)，2人達到標準的則有2項(低X+%與高X－%)，只有1人達到標準的有4項(矛盾型或逃避型EB、CF+C > FC、V > 0、pure H < 3)，3人都未達到標準的有5項(m > 1、Y > 1、D Sscore < 0、Dd > 2、MOR > 1)，整體而言並不支持PTSD的羅夏克測驗反應型態。根據本研究的結果，筆者認為應多關注災民在創傷後壓力症狀之外所受到的影響。此外，在使用羅夏克測驗衡鑑災民的心理狀態時，應避免當為鑑別診斷的決定性資料，而把焦點放在一般的適應功能上。

1999年台灣發生九二一地震之後，中央政府為因應災後重建需要，制定「九二一震災暫行條例」，並依法設置「行政院九二一震災災後重建推動委員會」負責重建事項之協調、審核、決策、推動及監督。其次再將中央政府所收震災捐款設立「財團法人九二一震災重建基金會」，聘任政府相關單位代表與民間社會人士組成董監事會共同管理基金。 財團法人九二一震災重建基金會為一公設的財團法人（GONGO），成立之初主要功能仍是在配合政府施政，並未因面對地震應變而有所調整。然而2000年台灣進行50年來首次的政黨輪替，卻也意外地改變了基金會的組織型態，以「議題導向、主動規劃」成為基金會新的思考方向，並在此基礎之上展開策略規劃。 本文主要以「策略矩陣分析法」對於基金會所推動的住宅重建策略進行分析，並以政府所推動相對之住宅政策作為比較基準（benchmark），透過實務上的驗證分析，說明在一個創新的組織型態下，確實能更為有效地處理「公共」議題，同時為「公設財團法人」或是「行政法人」的角色找出新的價值與定位。 / Following Taiwan’s September 21 (921) Earthquake in 1999, the central government answered post-disaster reconstruction needs by drawing up the Temporary Statute for 921 Earthquake Reconstruction. On this basis it established the Executive Yuan 921 Earthquake Post-Disaster Recover Commission to address problems of co-ordination, policy approval and development, process advancement and overall supervision. In addition, it formed the 921 Earthquake Relief Foundation using donations received by the central government, while placing government representatives from applicable agencies as well as members of the public on a board of directors to manage the foundation’s funds. The 921 Earthquake Relief Foundation was a “government-organized non-governmental organization” (GONGO). Its main function at the time of its formation was to coordinate with the government in the implementation of policy, but it was not able to adjust its role in the face of new contingencies. In 2000, however, Taiwan’s first transfer of political power in fifty years unexpectedly reshaped the foundation. Its line of thinking became “issue-oriented and planning-proactive,” and on this basis it began to be involved in strategic development. This article uses strategic matrix analysis to investigate the residential reconstruction policy advanced by the foundation. With the corresponding residential policy advanced by the government as a benchmark, and using practical verification and analysis, it argues that an organization that has undergone change is indeed able to efficiently deal with “public” themes while at the same time seeking out new value and orientation in the role of a GONGO or the “administrative corporation.”