Mission-Oriented Talent and Cause-Oriented Organizations: The Capacity Logic of Community Building

Abstract

The realization of a Community with a Shared Future for Humanity depends not only on the normative legitimacy of the idea and the rational design of institutions, but also on mission-oriented talent and cause-oriented organizations capable of continuously translating the idea into action. Existing research mostly proceeds along the path of "idea elaboration and institutional design," presupposing an unexamined assumption: as long as the idea is right and the institutions are in place, cooperation will happen automatically. This paper confronts the "subject gap" in global governance, proposes an analytical framework of "mission-oriented talent, cause-oriented organizations, and community capacity building," and argues that community building must shift from the "idea-institution" path to the "subject-capacity" path. It constructs a "seven-factor model of success in the cause of community" (missionary desire, theoretical cognition, practical will, methods of action, physical-mental bearing, direction of the common good, and organizational conditions), clarifies the short-board effect and the synergy effect, derives a training mechanism running from discovery, selection, formation, tempering through projects, assessment, and succession, and defines six functions of cause-oriented organizations. Reverse cases (Rwanda, Srebrenica, and the West African Ebola response) and positive cases (the Global Polio Eradication Initiative and the International Campaign to Ban Landmines) test the framework, advancing community research from normative argument to subject-capacity analysis and offering a talent-and-organization explanation of the implementation deficit in global governance.