“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.

The chapter sets the stage for the book. It defines the mission, central questions and scope of the book and summarises the content of the other chapters. The chapter shows that the differences between CSR orientations in more advanced countries and developing and emerging economies can be explained by the institutional model. the peculiar institutional contexts of the developing and emerging markets present both challenges and opportunities for CSR, especially as a mechanism for advancing sustainable development.

The preceding chapters have argued that Soho’s distinctive history and location, its architectural character and its spatial layout dynamically combine to make it the workplace that it is. Its rhythms are less a pause in the flows of traffic, people and capital in the spaces that surround it and more a change of tempo – its constant resurgence and reinvention characteristic of its past, present and, no doubt, its future. The grand commercial thoroughfares of Oxford Street and Regent Street and the theatre districts of Leicester Square and Shaftesbury Avenue have, throughout their existence, backed onto Soho’s narrow streets and alleyways. The latter have provided the sites of production for these commercial front stages, and they have endured as an escape from their conventional pleasures and performative pressures. The rush of public transport that surrounds Soho has never cut through its streets, many of which remain largely pedestrian or relatively inaccessible to fast-moving traffic.

Soho has a long history of embracing gender fluidity. One of its more famous eighteenth-century residents was the Chevalier d’Eon, who moved relatively seamlessly between living as a man and as a woman and, in doing so, set the foundations for Soho’s subsequent association with sex and gender as categories to be played with.