290 Introduction This chapter tells the stories of 16 women managers who built collabo- rative projects, overcoming cultural gaps as well as social and organiza- tional power differences. The study aims to learn from their practical experience in facing various personal and organizational challenges: differences in work practices, cultural gaps, conflicting interests, and financial uncertainties. Following a series of in-depth interviews with these managers, three models of collaboration were identified. For each model, we describe how the collaboration was perceived and under- stood, and the work practices that were developed to build and sustain it. Finally, we analyze each model in light of the academic literature on power, conflict, and collaboration. The general area of this chapter is trends in women’s leadership and conflict management. We focus on practices that enable women managers to cope with the challenges of multicultural collaborations, undertaken in a reality of social and organizational inequalities. Specifically, we studied collaborations between nongovernmental organizations (NGOs) of pluralistic Judaism and community-based organizations of immi- grants from the former Soviet Union (FSU). These managers worked in dyads to build joint ventures, aimed at introducing pluralistic Judaism to FSU immigrants in Israel. Pluralistic Judaism seemed suitable for the immigrant communities because of its open and tolerant approach to religion. Collaboration between the two types of organizations was also supported by foundations that promote pluralistic Judaism in Israel. These foundations hoped that the endorsement of pluralistic Judaism 17 Managing Multicultural Collaborations in a Reality of Power Differences Tammy Rubel-Lifschitz and Dina Kazhdan 9781137432131_18_cha17.indd 290 9781137432131_18_cha17.indd 290 6/5/2015 3:38:20 PM 6/5/2015 3:38:20 PM