grow … make contact

​A new zeitgeist is emerging in the workplace. People want more freedom and more connection, more autonomy and more relatedness, more responsibility and more collaboration. We want to exercise our own unique gifts in participation with others. This brings out a new kind of excellence in the human spirit. We see that work can be  life-affirming, helping people to flourish while also enabling the planet to thrive. Authentic participation perfects work, by integrating personhood with professionalism, aligning personal values with collective aspirations. The participatory attitude is reflected in the ways that our collaborative culture is changing. We are turning away from authority, and towards legitimacy; less concerned with social obligation and reciprocity and instead emphasizing universal access to the common wealth. We are more interested in open, opt-in/out ways of getting together, rather than committed, consistent ones. We value social reputation over statutory proof, and open networks of connectivity over private clubs and social “liking.” Mostly, this is an attitude of abundance, that recognizes the tremendous wealth in nature and in human ingenuity. We have come to realize that scarcity is a false construct maintained by societies that have organized themselves to benefit the few at the expense of the many. This shift in attitude represents a reckoning with old power and its established ways of institutionalizing and bureaucratizing human activity. We are committed to this new attitude by cultivating authentic participation in our organizations.

get an attitude

Organizational culture is shifting from fixed hierarchical structures to fluid adaptive architectures that mimic the natural order of living systems. We want to accelerate this shift with practical software and hands-on consulting and coaching services. We call this whole new way of understanding the participatory attitude which is concerned with access over reciprocity, legitimacy over authority, participation over power, reputation over proof, connectivity over liking, and abundance over scarcity.
Old power, with its reliance on centralization, managerialism, secrecy, exclusivity, and competition, is depleted by wasted energy and overburdened with top-heavy infrastructures and is losing to new forms of power that can lead more effectively.

New power is distributed through agile, and smart responsive teams, collaborative enterprises, transparent communications platforms, open information technologies, and fully networked operations.

To all of our we say a big yes!

play & other virtues


Every vision and mission imply a unique value-set in an organization. The fundamental ones are the organization’s virtues.  At triaxiom9 our value-set is


  • Play. Our natural enthusiasm for participation, the energy that frees us to do this work.
  • Bold curiosity. More than just curious. We are probing the unknown and going there. Like fools going after love, we just can’t help ourselves.
  • Possibilitarity. A word we coined that captures our gut feelings that there are possibilities waiting to be imagined into existence. It means we probe the darkest regions of the sky looking for the stars nobody expects.
  • Unconditional regard. Because we trust in human nature, and delight in all these unique gifts people bring with them on an adventure.
  • Theory of practice awareness. A big phrase which points to the special relationship between the aircraft inventor and the test pilot. It means we fly our own airplanes first, under extreme conditions. It means we make sure that we don’t preach anything that we don’t practice ourselves;  and we continually align what we have to say with   what is real in our own  lived experience.



triaxiom9 is our invitation to
step into a new way of organizational life that is already transforming our workplaces from being merely instruments of capital production to being life-affirming centers of social, political and economic change that is necessary for the planet to thrive and for all people to flourish.


Change is Inevitable

Organizations are experiencing intense pressures to change the status quo. The old structures are becoming obsolete, and new ways of understanding organizational life are emerging. Successful companies will adopt practices that release complexity, employ lean and agile processes, give people more autonomy and open up to full participation. They will adapt to the changes in the global economy that are already underway, including zero-margin cost production, alternative currencies, and the expansion of smart machines, robotics and artificial intelligence in all sectors of our lives. Decisions  will be made by distributed intelligence, and successful leadership will be defined as the greater capacity to understand the nature of change. The ability to navigate process flows becomes more important as futures become less predictable.

As organizations become more open and participatory, the notion of “individual leader” also changes. A new understanding of distributed intelligence and participatory leadership is emerging, which releases the escalating task demands on the leader-as-individual. By adopting open participatory practices, successful organizations can rely on multiple diverse perspectives of many participants  making decisions at local levels and designing interventions that are sensitive to crucial conditions and subtle contexts that are operating there.

How is an Option

An open architecture allows teams to continually self-organize to remain responsive as their local conditions or the organization’s global contexts change. Self-organization means that individuals can reconfigure their own roles and redefine their own contributions while participating in building new team objectives that can most effectively operationalize new performance goals.

Most organizations go through periods of large-scale reorganization. These times are particularly challenging to leaders who are charged with establishing strategic alliance deep within the company’s ranks. As a result, leaders must navigate internal conflict and external threat at the same time. Managers and employees become increasingly anxious as change agents, who are often hired from the outside, implement plans that are not fully understood by those whose lives they affect the most. Organizational “identities” at all levels, including top management, assiduously built up over time through natural relational dynamics are both leveraged and deconstructed by outside agents who have no insight into the social, collective and participatory fabric of a thriving organization.

Because the OPO architecture distributes the responsibility of the change process throughout the organization at all levels, people come to a fuller understanding of the conditions and contexts that are driving the need to change. By allowing responsive and reflexive processes to be engaged by the individuals whose lives are most affected, the OPO architecture discovers more creative solutions and builds strategic alignment faster and deeper.

Furthermore, by integrating an open architecture with an adequate communications platform and participatory governance, the Open Participatory Organization enables teams to be consistently responsive to small change interventions running continuously as local to global processes, rather than remaining vulnerable and reactive to periods of crisis that demand a large strategic overhaul with global-to-local interventions