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The Way of the Explorer
eagerly agreed, and through the course of the engagement we knew we
had achieved both a public relations and financial success, though the gettogether
was criticized for having too much speech-making and not enough
entertainment. But as a result of the evening we raised nearly $20,000.
Once again, it looked as though our doors could remain open for a while
longer.
Money is a curious thing. There is always the temptation to turn an
organization into something that was never intended just to keep it alive.
This is a corrosive phenomenon common to all underfunded ventures, and
I was always afraid the institution would lose its idealism were we to indulge
too enthusiastically in fundraising for the sake of fundraising. The
Institute of Noetic Science was founded so that serious scientific work and
discourse could be conducted concerning this elusive phenomenon we
call consciousness, not merely to perpetuate itself. So we had to address
this dilemma day in and day out if we were going to remain legitimate. We
were successful, but in the beginning we paid dearly for our idealism.
The research we sponsored in these early years I am proud of to this
very day. It was all cutting-edge, much of it considered “far out” at the
time. But all of it would lay a solid groundwork for the future. Dr. Carl
Simonton, an oncologist who was just finishing his military service, was
interested in how individual attitudes and thought processes influence those
afflicted with illness, particularly cancer. With the help of influential board
members, we raised the funds to assist Simonton in his research. Brendan
O’Regan, a biochemist working at Stanford Research Institute at the time,
urged us to focus on health issues in general. He directed noetics efforts in
the medical areas, and initiated the first research in several areas relating
to health topics, such as the effectiveness of meditation and acupuncture.
Today it is widely considered the earliest and best work of its kind. We
were also enthusiastic about the biofeedback work of Drs. Elmer and Alyce
Green. O’Regan became the institute’s vice president of research in 1975,
and worked in that capacity with unflagging dedication until his untimely
death in 1992. 1
As the decade rolled on, the relentless challenge of running the institute
gradually took its toll. In 1974 Anita and I had married, and her children
from a previous marriage were nearing college age. Karlyn was just
graduating, and Elizabeth was still an undergraduate. As every parent
knows, this takes money. In 1978 and 1979 I had to concentrate on meeting
this need, so I tried to recruit particular individuals who could keep
the dream alive, as it were, but with the intention of returning full-time as
soon as possible. Along with Brendan O’Regan, I had met Dr. Willis Harman,
who at the time also was working at the Stanford Research Institute. After
a campaign of persuasion by the institute’s directors, he finally came on
board as president. Diane Brown (Temple) managed the administrative