The Virginia Department of Corrections oversees 13,000 staff responsible for 37,000 incarcerated individuals and 68,000 on probation and parole. Since Director Harold Clarke introduced dialogue in 2010, the organisation has transformed: Dialogue Practitioners grew from 24 to approximately 275, training is now required for all new employees, and the department operates as a "dialogic organisation" rather than under command-and-control. This paper provides detailed case studies of Working Dialogues in action, including a probation district developing standardised drug-testing procedures and a women's unit optimising offender movement. Each case demonstrates the five-phase process with "gates" between phases ensuring thorough collective consideration. The authors came to the Academy conference "prepared to be challenged by those who have long studied Bohm" about whether dialogue can involve decision-making, but found genuine interest in their practical application. Their motto captures the cultural shift: "We are in the business of helping people to be better, and that includes our staff as well."