Peter Garrett begins with the question he explored with physicist David Bohm: what if human thought itself is the cause of our problems? Through agenda-free dialogue, they discovered that fragmentation in consciousness; the tendency to act as if only our own interests matter; is pervasive but singular. It appears in different guises everywhere, yet can be addressed the same essential way. This paper applies that understanding to organisational intervention through three working cases. The first describes transforming a 'dog's breakfast' of union-management conflict at a Scottish industrial complex into a generative Partnership Forum. The second shows the development of a Dialogic Organisation; something that goes beyond a 'learning organisation' to include fully informed, ongoing dialogue about the organisation's future. The third demonstrates establishing alignment in an Executive Leadership team before an organisation officially launches. Garrett emphasises that despite surface differences, these cases address the same underlying phenomenon of fragmented thought.