Less than two years after David Bohm's death, Peter was promoting the Prison Dialogues that began six months after David's death.

The story begins at a large microprocessor manufacturing plant. In 1996 the number of recorded injury cases was in the high 50s per year. This was dangerous—it was bad for morale and productivity, and it was embarrassing. Manufacturing leadership created a strategic initiative and gave it the highest priority. The goal: to dramatically reduce the number of incidents and injuries. In 1999 the recordable cases dropped to below 10. Though this is significant, the measure was sti