毋庸置疑，在進入後疫情時代，校事會議已經成為學校治理的新常態，校長的學校經營與領導亦已無法自外於此一新興議題。而也因為校事會議牽涉各方利害關係人的互動和角力，在其第一線的實踐場域，遠比字面上的法條要來得錯綜複雜甚至爾虞我詐。鑑於校事會議在後疫情時代形成的新常態與重要性，本研究之目的乃在鑲嵌學校行政脈絡，從學校治理與校長領導的角度切入，以焦點團體蒐集質性的實徵資料，分析校事會議運作過程的多元現象。根據本文初步研究發現，校事會議常見的運作現象包括，「球員兼裁判之師師相護」、「校外人力資源互通有無」、「象徵或給個交代的功能」、「法律專業的抗辯與攻防」、「警告或初步嚇阻的手段」、「彈性或默契的退場機制」與「依學校地區而狀況有別」。校長雖然身處校事會議的風口浪尖，本文建議校長仍得謹守分際，力行組織公平，在處理過程中隨時提醒自己，顧及當事者權益與替受枉者伸張正義。再者，基於法之與時俱進之本義，校事會議之為新法適用者，尚無甚多慣例可供援引，校長在其後的案例分享與實務專業精進仍須盡量參與和學習。

Given the importance and new normal created by the Campus Incident Resolution Council (CIRC) in the post epidemic era, from the perspective of school governance and principal leadership, this paper aimed to engage in an analysis of the diversified phenomenon for the practice of CIRC through a focus group methodology. Accordingly, the research findings include seven phenomenon of “the cover up for each other among teachers,” “inner circle members of the oversight committees,” “superficial accountability system,” “confrontation and engagement on legal expertise,” “means of warning or intimidation,” “considered as a flexible exit mechanism,” and “different practices contingent on different school sites.” In addition, it is suggested that school principals need to facilitate the organizational justice and involve themselves more in the relevant case study and workshops. This study concluded by proposing several implications for the educational leaders and the practice of CIRC.