The chapter summarizes the contributions to the book. It identifies suggestions on how to design and implement more effective CSR strategies and models for the institutional contexts of the developing and emerging countries. While it reiterates the importance of stakeholder engagement in sustainable development and the usefulness of CSR as a public governance and inclusive and sustainable development tool in the developing and emerging economies, the chapter highlights some gaps and challenges for future research and resolution.

Michael, one of the many participants in the study on which this book is based, described how, on a rainy Monday morning, he had spent time explaining the relative merits of a small selection of soft-porn DVDs to a recently widowed elderly man who had never been in a sex shop before but who was in need of some ‘company’; he had been asked to model a pair of leather chaps for a gay couple looking for party wear (finding out only some way into his modelling session that the party they had planned was for three, if Michael was interested?); and he had been invited to try on the newly delivered store-branded T-shirts designed to convey the sexual eclecticism and corporate identity of the store in which he worked on Soho’s Old Compton Street, known as the United Kingdom’s ‘gay capital’.1 And a ‘local’ (the term used to describe regular customers rather than people who necessarily live or work in Soho) had asked Michael if he would let him have the socks he was wearing, as the customer said he wanted to smell them while he masturbated. For reasons unknown to me at the time, and seemingly to Michael, this was not an uncommon request.

“Constructive disorientation” is a feeling of arousal brought about by a perceived disconnect between the current and a desired state, accompanied by a sense of efficacy that one is capable of dealing with that disconnect. The chapter discusses the qualities that make disorientation “constructive,” and ways of promoting constructive disorientation in others: posing a clear but manageable challenge, allowing flexibility in managing that challenge, providing an environment conducive to “deep work,” and communicating the freedom to fail.

The central message of this chapter is Socrates’ dictum, “know thyself first.” We must know ourselves before presuming to think that we are in any position to influence others. The now-bulging literature on personal and organization development is explored and some integrating principles are offered for understanding how deep learning can be developed in ourselves and others. This includes cultivating mindfulness, a practice that allows us to interrupt knee-jerk reactions to stimuli that might lead to the assortment of cognitive biases that stand in the way of deep learning.

The importance of tension for deep learning has been a theme throughout the book. This chapter explores certain “essential tensions” – paradoxes that are not resolvable but require constant attention if they are to remain in a useful balance. Essential tensions include those between intuition and deliberation, the center and the edge, order and disruption, and the self and the other. Holding these tensions is vital for mindful – and hence deep – learning, and they require a dialectical way of thinking and being.