David Bohm and Dialogue Book: On Dialogue, David Bohm, Edited by Lee Nichol, Routledge, 1996. David Bohm was a Quantum Physicist and Philosopher (Source ?) Bohm wrote a great deal about fragmentation, barriers, walls and differences. It is our differences that make us rich and interesting   &endash; it is also our differences that create wars, prejudice, conflict, difficulties in problem solving and decision making, and difficulties in managing any kind of business or institution. We have a lot of processes designed for fixing things, but very few processes designed for reducing fragmentation while keeping the value of our differences. In his study of superconductivity, Bohm observed that electrons moving through a metal pipe bumped against each other, causing friction, and wasting a lot of energy. It would be much simpler and faster if these electrons could move in one direction. It was discovered that if the temperature of the metal was significantly lowered, the movements of the electrons became smoother, flowing together through the substance, therefore with much less wasted energy. Bohm transferred his scientific knowledge into his philosophy - "Couldn't human beings relate to one another and think together more clearly if they too were slowed down or partially frozen in some way?" This question led to his developing a process for human dialogue (from the Greek: dia…through and logos….meaning). It is a group process, contained within a circle of people, and in an arranged, bounded time, with some specific practices. By coming into present time, shutting off assumptions, judgments, problem solving, and the necessity for outcome, a group of people create a shared meaning to their thoughts. They begin to think together. Bohm said that human beings have created most everything we have by thinking. Everything that presently exists is created by thought in an earlier time. Three basic conditions of dialogue as identified by Bohm: Suspension of assumptions (People typically take a position and hold on to it, defending it &endash; others take up opposite positions. We seek to understand where we are &endash; not to "solve" it or change it. Suspending assumptions will eventually mean that you become aware of YOUR assumptions, and you will simply allow them to be known to you without acting on them) Acting as colleagues. No hierarchy in the group &endash; not by expert or education level, position level or influence level. Engender a spirit of inquiry. Explore the thinking behind views and assumptions. Questions that ask "what led you to believe this: or "What makes you feel so strongly about that?" are allowed. Questions that invite another to defend a position are not allowed.