Organizations, contracts or forms of governance braiding power and authority, cooperation and negotiation, trade and competition are rapidly spreading. They emerge when actors deal with their environment through paradoxical questions (double bind situation). The paper argues that at least three paradoxes are made productive by social partnership. Firstly, the constant demand is to change, to adapt and to have long-term relationships at the same time. Moreover, the actors are encouraged to project a service or produce a good, but the characteristics of this object cannot be known before starting to build it. Finally, an organization that does not known the object of the social policy may not even know who collaborates. To answer these paradoxes partnerships activate a sequential design helping partner’s auto and hetero-creation; partnerships help the suspension of the individual organizations logics in order to create and recreate a communicative space; ultimately partnerships generate formal structures of governance to make their relationships variable and stable.
Keywords: Social Partnership; Contract for Innovation; Paradox; Suspension; Governance.