my philosophy when management refuse to acknowledge problems (when they're real problems), is to make sure to allow them to actually be problems. make the problem and the impact known, make the solution known, then sit back and let the problem be a problem.

don't work harder to compensate for it, don't suggest workarounds or help to implement them (in fact you should pick holes in workarounds and find problems with them if you can). people will not ever solve your problems, they will only solve their own problems, so make sure it's their problem too.