On belonging design and why it matters in the “in-between” spaces
Why transitions matter
Transitions are pivotal moments in any organization.
When leadership changes, offices relocate, hybrid work models evolve, or teams face restructuring, people are pushed out of their comfort zones. These moments create uncertainty and a sense of loss, as the tension between what has been lost and what is not yet realised creates uncertainty.
But here’s the hidden truth: these transitions are not just challenges—they are opportunities waiting to be unlocked. With the right support, they can transform from sources of stress, confusion, and isolation into powerful catalysts for growth and connection.
Curious to learn how? Let’s explore what’s possible together.
Change is an event. Transition is the inner psychological process that people go through as they internalize and come to terms with the new situation that the change brings about.”
The cost and power of not fitting in
During transitions, without intentional support, people and teams are more likely to:
- shift to “survival mode,” retreating into siloes and prioritize self-interest over collaboration
- feel lost, question their place within the organisation and disengage from the organisation’s mission
- experience prolonged loneliness, feeling as if they are the only ones struggling while leaders are left wondering why morale and collaboration have broken down
These reactions can create disconnection, fragmented teams, and what we call a widening “belonging gap”— the perceived distance between truly being yourself and being seen within a community that impacts our ability to contribute.
At the same time, it’s in these moments of un-belonging that lies an unexpressed creative power that can be channeled into meaningful change with intentional belonging design.
If you are a team leader committed to transforming these critical moments of “not fitting in” into opportunities for belonging, creativity and business growth, our approach— rooted in deep understanding of human needs, experiential learning design and dialogue —can guide your teams in connecting through transitions.
From the large-scale shifts to the everyday adjustments, transitions are always happening. Research reveals that organizations that actively engage their people during these moments see a 21% increase in profitability and a 17% boost in productivity [Source: Gallup].
But here’s the thing: transitions don’t just happen after a big change. They’re woven into the fabric of your organization—whether it’s in the way you strategize, conduct meetings, or nurture relationships. By intentionally designing for these small, everyday transitions, you can unlock a deeper sense of belonging, connection, and resilience within your team.
Ready to see how these small shifts can transform your organization? Let’s dive deeper.
Transitions come in all shapes and sizes.
How is your organization belonging gap here?
Our Approach:
Belonging Design
At the core of our approach is Belonging Design, a theory and experiential practice rooted in three essential human needs aiming at bridging the belonging gap in both your internal and external groups.
- The need to find a place to call home
- The need to achieve and express power
- The need to do so together in community
These needs often collide during periods of transition.
It is precisely in these moments between letting go of what we knew (comfort) and anticipating what we don’t know yet (panic) that teams are both at risk and at same time ripe for growth.
The Safe-to-Risk Zone:
Designing for Transformation
What if we could design a stretch zone space—between comfort and panic?
A psychologically safe to risk zone where your team could thrive, transitioning from a collection of individuals struggling in isolation to a community taking collective action.
In the Belonging in Between practice, we foster three key outcomes:
Purpose
Creating psychological safety, where people discover a common direction, know their place and feel valued.
Agency
Empowering individuals to express their power meaningfully and design conditions for dialogue beyond the need for dominance and hierarchy
Gathering
Building a culture where people are excited to meet to do things together rather than struggle alone.
Organizations that have worked with Belonging in Between to co-build belonging and community in chaotic moments of transition experienced direct impact on their internal dynamics, processes and business results.
