The Handbook is one of the Incubator products. It culminates the work of the research team. Written by the chief researcher Prof. Victor Friedman and the Research Officer Ms. Naomi Friedman.

It outlines a unique methodology aimed at creating a new way for CSOs to develop themselves and their operations through partnership and joint learning.

“This handbook should not be read as a definitive recipe for successful partnerships. Nor is it based on a claim that the partnership formed in the “Educational Innovation Incubator” represents an ideal to be aspired to… This handbook represents an opportunity to share lessons learned and the best practices as they emerged from this particular project. These lessons, however, need to be tested anew in each context where they are applied. They can guide other CSOs – not as a recipe, but as a series of questions and considerations to be taken into account – when building partnerships.”

The Handbook is structured around five chapters:

1. About the Project

Where the writers shortly introduce the“Educational Innovations Incubator” project.

2. Joint Action Space – A Conceptual Introduction,

This chapter presents the concept of a "social space" as a framework for understanding how to build partnerships that achieve more than each individual organization on its own.

3. Mapping the Inter Organizational Space

Constitutes a very useful first step in building a joint action space. Mapping means analyzing and comparing the various partner organizations according to a number of key dimensions: The Target Field, Goals/Values, Players/Network, Action Strategies, Tools, and Resources

4. Participatory Goal Setting

Participatory goal setting is a crucial step in creating a joint actions space within a CSO partnership. This chapter explains the importance of participatory goal setting and describes a process for involving all of the stakeholders in defining the success of the project, setting goals, and building an action plan.

5. Creating a Learning Space

This chapter looks at the conditions and the facilitation that foster productive learning spaces.

6. Project Management

Creating and maintaining a joint action space requires a manager role that is dedicated to the project, to differentiate it from the partner organizations, and to nurture relationships, a common language, and unique rules of the game. This chapter deals with issues such as the leadership challenge, who should be the manager and the transition from coordination to leadership.