A Strengths-Based Approach for Government Teams
In moments of crisis, organizations—especially government agencies—are asked to do the impossible. Wildfires rage. Floodwaters rise. Systems go down. Decisions must be made, communication must remain clear, and leadership must hold steady. Emergency situations demand a level of agility and resilience that tests even the most seasoned teams.
But here’s a truth that doesn’t get enough airtime: it’s not just systems and strategies that need to be strong. It’s the people behind them. And how those people respond to change—especially rapid, high-stakes change—can make or break outcomes.
At 34 Strong, we believe the key to building resilient, high-functioning government teams during emergencies lies not in focusing on what’s broken, but in amplifying what already works. That’s the core of Organizational Change Management (OCM).
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What Is Organizational Change Management (OCM) in an Emergency Context?
Organizational Change Management (OCM) is the structured process of supporting individuals, teams, and organizations through transitions. It includes communication, leadership alignment, stakeholder engagement, training, and behavior change.
In an emergency context, that transition is often immediate and high-impact: evacuations, policy shifts, operational overhauls, or sudden redeployments of personnel.
While many agencies prepare logistically for emergencies, the human response often gets less attention. That’s where OCM comes in. It’s about helping the people within the system adjust to new realities, adopt necessary behaviors, and maintain cohesion—quickly and sustainably.
In a traditional setting, OCM is measured and methodical. But emergencies aren’t polite enough to give us time. What might unfold over six months in a typical project now happens in six weeks—or six days.
So, how do you bring structure to chaos? You lean into what’s already strong.
Supporting Government Teams Through Sudden Shifts
Our roots are in California, where wildfire season is no longer a question of if, but when. Through years of partnership with government teams, we’ve helped organizations navigate urgent change, often in the aftermath of natural disasters. 34 Strong has worked with agencies across all levels of state and local government to foster leadership, alignment, and resilience.
When emergencies hit—whether a public health crisis, natural disaster, or internal upheaval—we help organizations do more than react. We help them respond with purpose.
Here’s how we do it:
Rapid Organizational Assessment. Within hours or days of an emergency declaration, we work with leadership to quickly understand the lay of the land. What’s working? Where are the pressure points? Who’s stepping up—and why?
This isn’t about a 200-page report. It’s about capturing insights in real time, based on conversations, behavior cues, and the strengths people are already using to navigate stress.Strengths-Based Approach. In times of upheaval, people default to what they know best. When individuals understand and use their strengths, they are more engaged, more productive, and better at handling change. We help teams identify and deploy those innate talents fast. From first responders to administrative leads, our Strengths Activation Workshops give individuals the language and confidence to lead from their unique zone of excellence, even under pressure.
Change Navigation Coaching For Leaders. Leaders carry a heavy load during emergencies. Not only are they managing tactical decisions, they’re also the emotional barometers for their teams. We provide executive coaching that balances decision-making support with emotional intelligence training. This helps leaders can calm, clarity, and compassion throughout the storm.
Communications Frameworks That Stick. In emergency situations, communication isn’t just about information—it’s about trust. We help agencies create messaging that reflects not just what’s happening, but who they are. This means internal comms that reinforce shared values and external messaging that positions the agency as a steady hand.
A Strengths-Based Framework for Change Resilience
You can’t predict every emergency. But you can prepare your people to thrive through change.
Here’s how:
Acknowledge the Human Side of Change. Too often, emergency management is all systems, no soul. But even the best-laid contingency plans won’t succeed if the humans executing them are overwhelmed or disengaged. The first step is acknowledging that change is emotional, and in a crisis, those emotions are magnified. We help leaders recognize and validate these responses without being consumed by them.
Anchor in Strengths. When everything feels unstable, strengths are a constant. Whether it’s someone’s ability to remain calm under pressure (Harmony), bring clarity to confusion (Analytical), or mobilize a team into action (Activator), we help identify what each individual naturally brings to the table. These strengths not just “nice to have,” but critical tools for emergency response. Strengths become the go-to gear in a leader’s backpack—always accessible, always effective.
Build Micro-Moments of Team Alignment. Emergencies don’t leave time for elaborate offsites. But they do allow for micro-moments: quick, high-impact conversations that re-anchor teams to their mission and each other. We train managers to build these moments into their daily check-ins, huddles, and briefings—ensuring that even in rapid response mode, teams stay aligned, connected, and purpose-driven.
Reframe Resistance as Insight. Change—especially sudden, high-stakes change—often brings resistance. But in a strengths-based culture, resistance isn’t a red flag. It’s data. When someone pushes back, we ask: What strength is driving this concern? Understanding the “why” behind resistance turns friction into forward motion.
Celebrate Resilience in Real Time. In emergency response, it’s easy to delay recognition. But pausing to name and celebrate wins fuels morale and sustains energy. We help agencies build real-time feedback and recognition loops so that individuals feel seen and valued.
Why a Strengths-Based Approach Works for Government Agencies
Let’s be real—government agencies are often under-resourced, politically complex, and operating in environments where public trust is fragile. In these conditions, traditional change management can fall flat. It’s too slow, too generic, or too out of touch with the cultural realities of public service.
A strengths-based approach doesn’t impose a one-size-fits-all model. It works with the unique DNA of your team and mission. It’s flexible enough to adapt in real-time, but grounded enough to create lasting impact.
Here’s what we’ve seen:
Faster decision-making under pressure because people are empowered to act from their strengths.
Higher employee engagement during crisis periods due to increased self-awareness and team cohesion.
Improved internal communication because messaging is grounded in shared values and individual motivation.
Stronger cross-functional collaboration because teams understand how to tap into diverse talent profiles.
And perhaps most importantly, agencies that adopt this model don’t just survive emergencies—they come out stronger.
Final Thoughts: Building Cultures That Withstand the Unexpected
Emergency management isn’t just about response. It’s about resilience. And resilience is built before the crisis hits—in how you invest in your people, how you lead change, and how you shape culture.
At 34 Strong, we believe that government teams are capable of extraordinary things, especially when they are equipped with tools that honor their humanity. A strengths-based approach to Organizational Change Management does exactly that.
It doesn’t just prepare agencies for the next fire, flood, or fault line. It prepares people—and people are the heartbeat of every mission.
