This article introduces the Synthosys 4C Model as a framework for assessing organisational culture and team dynamics. The model integrates established approaches to culture assessment with psychodynamic and group relations perspectives to examine not only dominant cultural orientations, but also the often less visible dynamics that shape how teams communicate, collaborate, make decisions, and manage tension. The article presents the two dimensions of the 4C Model: cultural orientations, Control, Connect, Create, and Compete, and team dynamics, Collaboration, Clarity, Consolidation, and Consistency. It argues that culture cannot be fully understood through stated values or surface-level behaviours alone. To support meaningful organisational development, leaders and practitioners also need to understand the underlying dynamics that influence trust, accountability, conflict, communication, and collective performance. The paper includes an anonymised case study showing how a team with a strong relational culture and “family feel” still experienced hidden misalignments in feedback, conflict resolution, accountability, communication, clarity, and consistency. The case illustrates how the 4C Model can make these patterns visible and support more targeted organisational development interventions. This record archives the published article from Organization Development Review, Volume 57, Number 2, 2025, pages 54 to 65.