This preprint presents an anonymised case study examining how practitioner-led qualitative assessment can be integrated with the Synthosys 4C Diagnostic to make organisational culture and team dynamics more visible, measurable, and actionable. The study draws on three sources of evidence: qualitative assessment conducted by an experienced organisational practitioner, an organisation-wide 4C Diagnostic completed by 156 employees, and a post-intervention semi-structured interview with the practitioner. The findings show strong convergence across independently identified patterns, including siloed working, weak ownership, inconsistent governance, leadership dependency, conflict avoidance, and misalignment in communication, accountability, and information sharing. The paper argues that the value of the Synthosys 4C Diagnostic lies not in replacing practitioner judgement, but in structuring, validating, and extending it. By distinguishing between cultural orientation and team dynamics, the framework helps reveal how organisations can appear relationally strong while still struggling with clarity, consistency, collaboration, and execution. The case contributes to organisational development practice by showing how structured diagnostics and practitioner insight can work together to move culture assessment beyond description and towards focused intervention.
Jomaa et al. (Sun,) studied this question.