Katzenbach-Smith High-Performing Teams framework
Katzenbach and Smith define a small team with complementary skills held mutually accountable to a common purpose, but leave resourcing, cadence, and performance evidence for leaders to design.
Jon Katzenbach and Douglas Smith, 1993
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Katzenbach-Smith High-Performing Teams framework
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads three: Purpose, Structure, and Authority. The other nine it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
What orients a person and an agent when neither can see the whole system?
What is the smallest unit that can own a customer outcome end to end?
Which decisions may an agent make alone, and who is able to stop it?