[SQueeeeeL]

I think a senator being influenced by a grand child is a good mental case study in productive dissemination of an ideology. There are many people in leadership roles who may sometimes be on the lookout for strategies to tackle problems, but the only way those strategies become actionable is if someone nearby 1) has had the idea communicated to them and 2) is able to rhetorically sway those commanding the decision making process (the is an instant victory if sufficient decision making position has been captured by allies). Ultimately the ideas themselves only gain material action with a dissemination network with a connection to the people making decisions.

[exprofmaddy]

I see. For you, "people on the ground" includes a grand child's comment. In my experience, "people on the ground" has implied "don't try to do anything on your own," which dissuades action and consequently promotes the status quo's persistence. When you say "dissemination network," I hear you saying a group of people is necessary. But a group is not necessary. A group is one possible way. But powerful people are influenced by far less than a group of people every day. See also: lobbyists. "Start a popular ideological movement" and "become a lobbyist" warrant very different life choices.

[SQueeeeeL]

Unfortunately there are many popular ideological movements with little to no penetration in the structures that actually swing material conditions. That disconnect between the holders of an ideology and the existing power centers leads to intense cognitive dissonance. Generally organizing is helpful in achieving anything political (i.e. affecting distribution of resources). I feel like it'd be very hard to form a popular ideological movement without any form of collectiveness, as if a movement is one individual writing for themselves to read, it doesn't seem like it's popular.

The concept of lobbying itself has been basically shattered in our modern world with businesses having a near infinite amount of resources to exploit it. I don't think there's anything implicitly unreasonable about conveying your understanding of the importance, impact, and potential consequences of major choices onto key decision makers.