We have a challenge before us. I have invested heavily over decades in engaging with the UN as a rational pattern and pont of influence. I no longer believe this to be the case. However much we might succeed in placing the truth before any given organization, the chances of its over-coming built in biases is slim to none. I have variously argued why this is the case.
Put simply there is zero capacity to absorb information in any collective sense. This constitutes a form of cognitive glass ceiling.
Hence my preoccupation with framing questions otherwise for other audeinces without getting locked intio marketing understandings of impact
One articulation of this (with links) is Embodiment of Change: Comprehension, Traction and Impact?: Discovering enabling questions for the future.
There is a degree of strategic and cognitive paradox required to which various authors refer and I endeavour to cite,.
I recall decades ago the remark of a top UN official to me that It was impossible to move anything of signifiance throygh the decisions processes of the UN system. Hence an early piece of mine on The Art of Non-Decision-Making and the manipulation of categories.
But I salute your efforts. Do not give up.
As a further remark, the issue is the capacity for uptake of any new insight. Even presented on a plate, with a ticking bomb behind it, the capacity for uptake is far lower than we would like to assume.
This for me is the essence of the problem. Seeking greater impact by conventional means will not ensure uptake. People are overloaded with nio time or inclination to absorb new information
I have written variously on the matter, notably in summary form in Governing Civilization through Civilizing Governance: Global challenge for a turbulent future.
Phi Beta Iota: Everything Anthony Judge writes is deep and broad and requires careful and repeated reading. Our preliminary take is that the professional of intelligence must take responsibility for being heard, and not allow itself to be shut down with secrecy or barred from total outreach across the eight tribes. Hence, a radical shift in perspective appears called for: it is not enough for the eight tribes to do Open Source Everything (OSE) and Multinational, Multiagency, Multidisciplinary, Multidomain Information-Sharing & Sense-Making (M4IS2) — instead, all deciders must be totally integrated into the process, the decision-support made public, and the deciders held accountable at all times for hearing the truth and acting on the truth. Merely delivering the truth is not enough.