The process

Trust2Work is a a people-oriented process that delivers teams engagement through tailor-made workspaces. This methodology was developed by Diana Calfa, Creative Strategist & Founder of Morphoza and Cosmin Alexandru, Change & Organizational Transformation Partner.

In environments with different changes and projects, it’s easy to experience resistance to transition. Our people-oriented approach helps us understand the cause of the resistance and take steps to mitigate it through a complex effort of constantly engaging teams and aligning their vision with the leadership’s one.

After all, Trust2Work’s ultimate goal is to drive an effective change within the organization and to turn the workspace into a great tool to strengthen the feeling of belonging and pride of your employees.

A change-resistant environment determines individual behaviors that can affect the transformational process. We detect and analyze them, address, influence and change their negative impact through different office configurations. We create agile interiors that enhance the organization’s ability to adapt quickly to the market changes and to continuously improve its work processes and productivity.

It took us one year to develop the process and the last three to implement, continuously improve, explore and adapt it to an agile extent, so that it turned into a philosophy that empowers companies to become their best versions.

Discovery: research, analyze, align stakeholders

The first stage of the Trust2Work process is based on a 360-degree understanding of your industry, organization, work styles and challenges. Its goal is to define the need for change, who and how is impacted, who are the possible sponsors of the change and how to get them on board, workspace requirements, space opportunities and limitations.

In this phase, we will involve all your employees, at any professional levels – not only leaders or department managers – in order to get a clear image of your company and to generate a process with high added value, whose objectives and challenges can be presented in any board meeting. The entire process is tailor-made, developed on our Trust2Work principles: engage, design, trust & change.

Our Trust2Work methodology implies:

Focus groups and in-depth interviews


Workshops and design thinking brainstorming sessions

Space analysis

Benchmark research from industry

Design & Engage

We know your needs, we feel the space, now it’s time to design your new workplace, by inviting employees’ input into the process. This approach will instil enthusiasm for change from the top down, from the bottom up and at every level between.

Even if your employees may feel they are not good at choosing colours, items or patterns, at the end of the process, this phase is likely to be the most appreciated experience. That’s because everyone feels they have a voice and belong to a community that’s engaging them in major processes such as the company transformation.

This phase output is a design concept guided by our specialists, but developed based on the precious input of your future workspace occupants

We do that through:

Design, ergonomics and furnishing trainings with change ambassadors.

We will offer them enough information and examples to transform them into workspace contributors.

Town-hall, online exhibitions and surveys.

For deciding some open topics with all employees.

Project communication and leadership sponsors.

We also take over the internal communication regarding the project, keeping everyone involved and preparing future change points.

Concept design and visualizing, technical projects.

Internal development based on the team’s input.

Implement & Communicate

This is the stage when our ideas and concepts exit the realm of imagination and become tangible. Once the design concept and technical projects have been agreed, they are handed over to the Project Manager who coordinates the sub-contractor teams, works planning, and takes care of any planning requirements. This is how we will make sure everything is completed on time and within budget.

During the whole implementation stage, people may become skeptical as they are no longer directly involved in the process. We will temper this reaction with transparency and constant communication. This will give employees the feeling they’re getting the full picture about what’s happening and prepare them for the new ways of working.

We do that through:

Moving campaign workshops.

Code of conduct Town-hall

Status newsletters;

Code of conduct workshop sessions: developing expected behaviour, workspace rules, wellbeing and safety points, interior office signage (especially post-Covid19);

Change & Influence

All the previous stages will require dedicated resources and will not succeed unless the management aligns vigorously with the reasons behind the Trust2Work process. Your most visible change champions must be senior executives, because employees want to see their commitment. That’s why we will provide training and small coaching teams sessions among leaders so they can support each other and their teams as well, as they move through the change together. These initiatives are meant to guide them through the process, emphasize their essential role in the project and offer them tips about overcoming a possible resistance to change, coming from the employees.

In order to achieve the intended results, the ratio between the supporters of the change and its detractors has to be at least 6 to 1. For a large organization, it means that the desired change has to be a top priority for the management, for about a year.

The change management process we propose could start 3-6 months prior to the move and continue 3-6 months after the move. We recommend it to be based on 3 key principles of the process (Trust, Share and Respect) and to focus the change on 3 key areas: Leadership styles | Team cooperation | Engaging the new generation.

The main tools for running the change management process will be open talks, dedicated workshops, team and/or individual coaching.

Some of the topics we strongly recommend being addressed in workshops are:

Hacking Organizational Change

Building trust and dialogue

Building performing teams.