Abstract
The reason why indigenous tribes are different from ordinary communities is that they have a special cultural knowledge system, and the operation and efficiency of tribal meetings and decision-making mechanisms are even more different among the indigenous tribes in Taiwan. Maintain the traditional cultural governance model, which cannot be reduced or replaced by modern democratic systems or cultural policies and mechanisms. However, regardless of the traditional decision-making mechanism, modern democratic system, or the regulations designed for tribes, they still cannot resolve the disputes over the decision-making mechanism of today’s tribes, and even cause disintegration and conflict within some tribes.
This study takes the case of Katratripulr as an example. Through the case study, it sorts out, speculates and interprets the current situation and dilemma of tribal governance and policy practice, especially the “cultural symbol,” “cultural knowledge system” and policy practice. The dialectical space created between them has instead made the outline and connotation of the traditional organization of indigenous tribes unexpectedly clear and concrete, which in turn feeds back into the current governance model, and even leads to new possibilities for paradigm shift.
This study expects to outline a possible route for indigenous cultural governance in addition to the current cultural policy and governance model, and based on the results of the case study, to propose amendments to the current regulations. It is suggested that for tribes which still retain their subjectivity and spontaneity, their program settings should be reduced, and for tribes whose operating mechanism has been weakened, a basic framework for consideration be provided, so that tribal governance can truly be embraced and tribal autonomy can be demonstrated, in order to build a culturally sustainable network that belongs to its own tribe.