如何開始進行深度匯談 How to start a dialogue
覺知 Suspension
覺知觀念、念頭、判斷等等，正是深度匯談的核心，這是其中一個最重要的新觀點。這樣的活動既陌生又難以捉摸，不容易領會。覺知需要專注、傾聽及用心，是探索的要素。當然說話是必要的，沒有說話，在深度匯談中就沒什麼東西可以探索。不過實際上，探索的過程是在傾聽時發生，不只是聽別人，還要聽自己。覺知包含揭露在你心裡發現到及感受到的反應、念頭、感覺和意見，也能透過團體成員反映出來。這不是要壓抑、克制或延緩它們，而是單純的、專注的注意它們，這樣在實際發生時注意到它們的構造。如果你能把注意力放在隨著特定觀念展現而來的強烈感覺，不論是自己或他人的，保持注意力，這個思維活動將會使你有個緩衝餘地。這樣就使你能開始看到你的思維過程背後的深層意義，意識到你不由自主做出的行為背後常常矛盾的結構。同樣的，如果一個團體能覺知這些感覺而且把注意力放在它們上，接下來，從觀念到感覺、到團體中的行為表現的整個過程將會減慢，展現出它在內隱的失真之外更深、更微妙的意義。帶到一種新的圓容，共同的智慧。
Suspension of thoughts, impulses, judgments, etc., lies at the very heart of Dialogue. It is one of its most important new aspects. It is not easily grasped because the activity is both unfamiliar and subtle. Suspension involves attention, listening and looking and is essential to exploration. Speaking is necessary, of course, for without it there would be little in the Dialogue to explore, But the actual process of exploration takes place during listening - not only to others but to oneself. Suspension involves exposing your reactions, impulses, feelings and opinions in such a way that they can be seen and felt within your own psyche and also be reflected back by others in the group. It does not mean repressing or suppressing or, even, postponing them. It means, simply, giving them your serious attention so that their structures can be noticed while they are actually taking place. If you are able to give attention to, say, the strong feelings that might accompany the exXXXXXpression of a particular thought - either your own or anothers - and to sustain that attention, the activity of the thought process will tend to slow you down. This may permit you to begin to see the deeper meanings underlying your thought process and to sense the often incoherent structure of any action that you might otherwise carry out automatically. Similarly, if a group is able to suspend such feelings and give its attention to them then the overall process that flows from thought, to feeling, to acting-out within the group, can also slow down and reveal its deeper, more subtle meanings along with any of its implicit distortions, leading to what might be described as a new kind of coherent, collective intelligence.
覺知觀念、念頭、判斷等等，需要全神貫注於自己的和團隊中的整個思維過程。這一開始看起來可能是件艱鉅的事，但只要持之以恆，這種專注能力不斷的成長，慢慢就會變得游刃有餘。
To suspend thought, impulse, judgment, etc., requires serious attention to the overall process we have been considering - both on one's own and within a group. This involves what may at first appear to be an arduous kind of work. But if this work is sustained, one's ability to give such attention constantly develops so that less and less effort is required.
人數 Numbers
深度匯談效果最好時是二十到四十個人，面對面坐在一個圓圈內。這樣大小的的團體提供不同小團體或次文化的出現以及對它們的觀察，有助於顯現出一些使思維偏離共同運作的模式。這很重要，因為次文化間的差異常常無法被認知到，而成為造成溝通失敗和衝突的原因。另一方面，更小的團體缺乏顯現出這些傾向的多樣性，而且通常會更強化於熟習的個人、家庭角色和關係。
A Dialogue works best with between twenty and forty people seated facing one another in a single circle. A group of this size allows for the emergence and observation of different subgroups or subcultures that can help to reveal some off the ways in which thought operatives collectively. This is important because the differences between such subcultures are often an unrecognized cause of failed communication and conflict. Smaller groups, on the other hand, lack the requisite diversity needed to reveal these tendencies and will generally emphasize more familiar personal and family roles and relationships.
在一些團體中，曾有過六十個左右的參與者，但這麼多的人數使得過程變得笨拙。需要坐成兩個同心圓，才能讓每個人看到並聽到其他的人。在外圈的人處於不利的條件，而且少數的人才能有說話的機會。
With a few groups we have had as many as sixty participants, but with that large a number the process becomes unwieldy. Two concentric circles are required to seat everybody so that they can see and hear one another. This places those in the back row at a disadvantage, and fewer participants have an opportunity to speak.
我們在這裡提醒，有的參與者有滔滔不絕的傾向，有的則難以在團體中公開發表自己的意見。然而值得謹記在心的是，在英文中的「參與」（participation），有兩個意義：「分享」（to partake of）和「投入」（to take part in）。傾聽和發言是一樣重要的，隨著對深度匯談過程的熟悉，常常較安靜的參與者開始暢所慾言，較強勢的人會發現自己開始傾向於少說一點，多聽一些。
We might mention here that some participants tend to talk a great deal while others find difficulty in speaking up in groups. It is worth remembering, though, that the word "participation" has two meanings: "to partake of", and "to take part in". Listening is at least as important as speaking. Often the quieter participants will begin to speak up more as they become familiar with the Dialogue experience while the more dominant individuals will find themselves tending to speak less and listen more.
維持 Duration
深度匯談需要一些時間來開始進行。這是一種不尋常的分享方式，需要一些能傳達整個活動意義的介紹。但即使有清楚的介紹，參與者開始深度匯談時，都會經歷困惑、挫折和不自在的關心著是不是已經在深度匯談。如果以為深度匯談會在第一次聚會時就很流暢或是朝向非常有深度的地方前進，那就太天真了。堅持不懈很重要。
A Dialogue needs some time to get going. It is an unusual way of participating with others and some sort of introduction is required in which the meaning of the whole activity can be communicated. But even with a clear introduction, when the group begins to talk together it will often experience confusion, frustration, and a self-conscious concern as to whether or not it is actually engaging in Dialogue. It would be very optimistic to assume that a Dialogue would begin to flow or move toward any great depth during its first meeting. It is important to point out that perseverance is required.
在開始深度匯談前，先讓大家接受進行時間的長短會有幫助，然後有個人負責在時間到的時候告訴大家。我們發現大約兩個小時最為理想。更長的時間將有疲勞因素的風險，這會傾向於降低參與的品質。一些訓練團體使用「馬拉松式」的集會，用疲勞因素來破除參與者的一些束縛。深度匯談更感興趣的是探索影響我們溝通的社會結構和束縛，而不是企圖繞道而過。
In setting up Dialogues it is useful at the start to agree the length of the session and for someone to take responsibility for calling time at the end. We have found that about two hours is optimum. Longer sessions risk a fatigue factor which tends to diminish the quality of participation. Many T-groups use extended "marathon" sessions which use this fatigue factor to break down some of the inhibitions of the participants. Dialogue on the other hand, is more concerned with exploring the social constructs and inhibitions that affect our communications rather than attempting to bypass them.
團體越經常的聚集，將會探索到越深層、越有意義的領域。週末常常用來提供連續的聚會，可是如果深度匯談是要長期持續下去一段時間，我們建議在每個聚會之間，至少間隔一個禮拜，提供時間讓每個人進一步的思考和反思。一個深度匯談的團體可以持續探索多久並沒有限制，但如果變成例行公事或制度化，就違背了深度匯談的精神。建議準備好接受時常更換成員、改變時間或認真注意隱含僵化的產生，或者只要在一段時間之後解散團體從新成立。
The more regularly the group can meet, the deeper and more meaningful will be the territory explored. Weekends have often been used to allow a sequence of sessions, but if the Dialogue is to continue for an extended period of time we suggest that there be at least a one week interval between each succeeding session to allow time for individual reflection and further thinking. There is no limit to how long a Dialogue group may continue its exploration. But it would be contrary to the spirit of Dialogue for it to become fixed or institutionalized. This suggests openness to constantly shifting membership, changing schedules, or other manifestations of a serious attention to an implicit rigidity which might take hold. Or merely, the dissolving of a group after some period.
引導 Leadership
深度匯談本質上是平等的會話，不管多小心或者多細微的施加任何權力的控制，都會使思維的自由活動受到阻礙和束縛，纖弱又細微的感覺會用其他方式分享。深度匯談容易被權勢所操縱，但它的精神並不與此相符。深度匯談中沒有階級。
A Dialogue is essentially a conversation between equals. Any controlling authority, no matter how carefully or sensitively applied, will tend to hinder and inhibit the free play of thought and the often delicate and subtle feelings that would otherwise be shared. Dialogue is vulnerable to being manipulated, but its spirit is not consistent with this. Hierarchy has no place in Dialogue.
然而，在初期階段需要一些指引來幫助參與者認識到深度匯談和其他形式的團體歷程之間的細微差異。至少必須要有一個（兩個更好）熟練的引導者（facilitator），他們的角色是偶爾為團體指出當下可能卡在哪裡。換句話說，是幫助集體的察覺。但這些介入絕不能試圖操控或強迫別人，引導者和其他人一樣是參與者。當感到需要指導和諮詢時，應該要用「以身後之」的方式，將這個目的僅記在心：儘快讓團隊能自我察覺。
《老子道德經》第六十六章：「江海所以能為百谷王者，以其善下之，故能為百谷王。是以欲上民必以言下之，欲先民必以身後之。是以聖人處上而民不重，處前而民不害。是以天下樂推而不厭，以其不爭，故天下莫能與之爭。」
Nevertheless, in the early stages some guidance is required to help the participants realize the subtle differences between Dialogue and other forms of group process. At least one or, preferably two, experienced facilitators are essential. Their role should be to occasionally point out situations that might seem to be presenting sticking points for the group, in other words, to aid the process of collective proprioception, but these interventions should never be manipulative nor obtrusive. Leaders are participants just like everybody else. Guidance, when it is felt to be necessary, should take the form of "leading from behind" and preserve the intention of making itself redundant as quickly as possible.
無論如何，這份提議無法代替熟練的引導者。不過我們建議第一次聚會時複習這份提議的內容，如此一來所有的參與者就能清楚他們要做相同的體驗。
However, this proposal is not intended as a substitute for experienced facilitators. We suggest, though, that its contents be reviewed with the group during its initial meeting so that all the participants can be satisfied that they are embarking upon the same experiment.
題材 Subject matter
深度匯談可以用參與者感興趣的任何話題開始。如果有些團體成員覺得某些交流或主題會引起不安或不恰當，讓他們在深度匯談中表達出這些想法是很重要的。所有內容都兼收並蓄。
The Dialogue can begin with any topic of interest to the participants. if some members of the group feel that certain exchanges or subjects are disturbing or not fitting, it is important that they express these thoughts within the Dialogue. No content should be excluded.
在深度匯談之後，參與者常常會聊到他們的不滿或者是挫折，這種材料恰好能提供最豐富的題材，使深度匯談進入到更富深層意義的領域，比起表面的群體迷思、彬彬有禮或是晚宴時輕鬆的談話，更加真誠。
Often participants will gossip or express their dissatisfactions or frustration after a session but it is exactly this sort of material that offers the most fertile ground for moving the Dialogue into deeper realms of meaning and coherence beyond the superficiality of "group think", good manners or dinner party conversation.
地圖定位點：Bohm和Krishnamurti(克里希那穆提)第一次見面是在1961年。之後出版了四本他們之間的談話記錄：The Wholeness of Life(1978), The Ending of Time(1985), The Future of Humanity: A Conversation(1986), Limits of Thought: Discussions(1999)
