Evaluating the UN as a human organization using the Rensis Lickert method (2025)

 

🔍(AI)  UN  Assessment ( 2025)

         (António Guterres - Secretary General)

 

Rensis Likert Model  

In recent decades, the UN's activity has been intensely criticized for inefficiency, bureaucracy and the departure from the organization's initial goals, one of the reasons being the status and influence of the members of the Security Council who set the tone for this evolution. Even if it is relatively limited in its scope, the Rensis Lickert method of evaluating human organization - easily applied with the help of AI-chatgbt - manages, through the 22 variables identified, to capture the evolution, or rather the involution, of this organization.  

1. Organization profile

2. Profile analysis 

                    🔍 (AI)  Organization profile analysis - UN (2025)

                                     Variables, states, characteristics

No.	Variable	ASSESSMENT	condition
1	Degree of trust in subordinates	Raised in specialized agencies	🔵Functional
2	Freedom of expression down	Limited in hierarchical structures, more open in some agencies	🟡Inefficiency
3	Freedom of expression up	Diplomatic pressures reduce real feedback on the ground	🟡Inefficiency
4	Degree of influence on decisions	Small in terms of executive staff, dominated by the great powers	🔴Blockage
5	Interest in new ideas	Present in some UN programs, but bureaucratically slow	🔵Functional
6	Decision-making process	Often political, less rational	🟡Inefficiency
7	Decision-making communication mode	Formal, cumbersome, ineffective in crises	🟡Inefficiency
8	Control mode	Too slow or formal; lack of consistent application	🟡Inefficiency
9	Using control	Rarely produces real change	🟡 Inefficiency
10	Motivation methods	Limited in internal motivation; rather symbolic	🟡Inefficiency
11	Interest in professional development	It exists, but unevenly between the arts.	🔵Functional
12	Empowering subordinates	Raised on paper, but rare real envelope	🟡Inefficiency
13	The degree of team cohesion	Variable; good in some agencies, poor at the top	🔵Functional
14	Internal conflict	Present, but diplomatically concealed	🟡Inefficiency
15	Accepting conflict	Avoided instead of managed	🟡 Inefficiency
16	Trust in leaders	Low in some regions, relatively high globally	🔵Functional
17	Leaders' visibility	High (e.g. Guterres), but low efficiency	🔵Functional
18	Coherence of objectives	Often vague, contradictory between agencies	🟡Inefficiency
19	Task clarity	Clearer in technical agencies, diffuse in leadership	🔵Functional
20	How to make strategic decisions	Geopolitically influenced, slow decision-making	🔴Blockage
21	Flexibility to change	Low at the top, higher in specialized structures	🟡Inefficiency
22	How to use the control results	Weak, rarely leads to reforms	🔴Blockage