2008年汶川地震后，四川又在2013年4月20日遭受芦山地震，大量社会组织和志愿者参与到抗震救灾工作中，引起了广泛的社会关注。而以抗震救灾指挥部下社会管理服务组及服务中心为代表的灾害救援社会治理服务机制创新不仅将社会组织和志愿者有效纳入抗震救灾整体工作体系之中，也开始推动常态下政府和社会组织关系的变革。为了理解和解释这样的适应性过程，本文选用灾害应对研究中的抗逆力(resilience)理论，运用抗逆力的过程模型描述灾害情形下，社会系统的能动反应过程以及新结构的生成过程，从而更好地从宏观上理解政府和社会组织关系的变革发生过程。本研究通过对该社会治理创新所涉及的主体进行深入调研，深入描写了社会服务管理组和社会组织与志愿者服务中心的创建过程，分析了在服务中心这个平台上政府和社会组织的互动，阐释了这样的互动过程如何推动制度的变革。研究认为，政府和社会组织在受到灾害冲击下，通过自我组织(self-organize)对外界环境变化做出能动地适应性调整，这个过程伴随着参与(participation)、合作(collaboration)和重构(re-structure)，带来新结构的产生。政府与社会组织在“同处一室”的平台中，突破了原有的边界,呈现多维互动的合作关系，推动了政府和社会组织在危机治理以及公共治理层面的合作，提升了社会治理抗逆力。

After the Wenchuan earthquake stroke in 2008, Sichuan has suffered from another deadly earthquake in Lushan on April 20th, 2013. A large number of community organizations and volunteers are involved in the earthquake relief and recovery work, which has drawn a lot of social attention and recognition. The disaster relief and social governance mechanism, which is well represented by the social management groups/centers under the office of national earthquake resistance and disaster relief, have achieved wide success and recognition thus far. It not only incorporate the community organizations and volunteers into the earthquake relief system in a legal, orderly and effective way, but also begin to change the relationship between the government and nongovernment organizations (NGOs). In order to understand and explain this process of reformation, the disaster response is studied from a resilience perspective. Using the resilience theory, this paper describes the dynamic reaction and reconstruction process of a society under disaster circumstances, so that one can have a better understanding of how the relationship between the government and NGOs changes. By conducting an in-depth research of the subjects involved in the social governance innovation, this work i). Surveys the forming process of the social governance groups and centers, ii). Analyzes the interaction between the government and NGOs based on the service centers platform, and iii). Illustrates how such interaction processes can promote institutional reforms. This work suggests that when the government and NGOs are under attack of disasters, they can react and adjust to external environmental changes through self-organization. Furthermore, breakthrough and innovations can be made with the aid of collaboration and reconstruction between these two entities. On a shared platform, the government and NGOs are able to bring changes to the structure of traditional organization, the form and attitude of services, the type and content of the job, etc. The government and NGOs can therefore have a better understanding of each other, help to build each other, and present a multi-dimensional interacting relationship. This promotes further collaboration on the crisis management and governance level.