Administrative Staff


                     Chief Knowledge Officer
Communications & Networking Coordinator
Cause-related Enterprise Administrator

Regional Coordinator
Grant & Funding Administrator

Executive Secretary:
Legal Counsel



Divisions (Directors)

  • Science
  • Spirituality & Religion
  • Art
  • Philosophy
  • Technology
  • History
  • Humanities
  • Academic Relations
  • Cultural Relations
  • Public Relations


Department (Associate Directors)

  • (History)
  • Historiography
  • Western History
  • World-History
  • (Technology)
  • Engineering
  • Mathematics
  • Futurist Development
  • Computer Science
  • Nanotechnology
  • Biotechnology
  • Space Programs
  • Parasomatology
  • Sky City


(Academic Relations)

University Liaisons

Pedagogy (High School/Home School)


(Cultural Relations)

Culture-oriented Organizations

Adult Continuing Education


(Public Relations)

Mass Media



Cultivating Noӧdynamic Leadership

To make the necessary impact on society, the Noödynamics Institute requires, besides a text extensively formulating and delineating our ideology, a great organization capable of implementing it in the world. Such a great organization will be characterized by two essential things: (1) the possession of core values; and (2) a relentless drive for success and progress, which entails a creative compulsion to adapt to a changing environment.  As a great organization, the Noödynamics Institute will be required to maintain a clear distinction between its core values and its operating strategies and practices.

The Institute’s main organizational mission is to deduce from the complex and diverse understanding of The Phenomenology of Culture-Systems a single platform that unifies, informs, and guides future action.  The Institute must take this platform and implement it with ferocious resolve.  Institute success will be fueled by creativity, imagination, bold ventures into uncharted waters, visionary zeal, and iron discipline.  And all of this must be rigorously academic, consistently applying exacting standards at all times, in all places, and at all levels.

Our vision is not enough.  We must discover and promote the path that will lead us to the realization of that vision. We do not know exactly where we should take the Noödynamics Institute, but we do know that if we start with the right people, inspire them with our vision, and engage them in the vigorous dialogue that shall ensue, we will find a way to make this project great.

So-called “human resources” will of course be the Institute’s most important asset; but we require the right resources.  One can teach almost any Westerner to appreciate Baroque Music or the Calculus; but one cannot teach the Western world-feeling to people who do not possess it in the first place.  The Noödynamics Institute does not aim to turn proletarians into scholars, but to create an atmosphere wherein inherently encultured people can discover and develop and give full expression to their innate drives.

The Noödynamics Institute must build a deep and strong administrative team of monumental integrity; in fact, it needs to create the best thinktank in Academia and, due to the very nature of the mission, is capable of accomplishing this grand task.  This organization is a platform for the talents of extraordinary individuals whose personal moral code requires building excellence for its own sake.  The right candidates have no desire for fame or fortune, though they very well may incidentally acquire both.  They have no desire to become popular or iconic but aspire to be exemplary scholar-activists diligently producing extraordinary results with immense implications.

We must therefore place greater emphasis on character attributes than on specific educational background, academic experience, specialized knowledge or training, or social status.  These things are indeed of vital importance, but we should view them as more learnable, whereas dimensions such as intelligence, integrity, insight, ethics, dedication to fulfilling commitments, and such basic values are more ingrained.

The administrators of the Noödynamics Institute, due to its singular nature and mission, will operate with tremendous flexibility and freedom, but within a severely demanding ideological framework.  The divergent thinking of such creative work requires self-disciplined people integrated into a consistent system with clear constraints —the system, not the people, will be managed.  Due to our circumstances, we prefer an ongoing operational process to a predetermined goal.  There is no goal because there is no end.  History continues, always. The most we can hope for in a complex and ever-more hostile world are partial solutions, implemented one after another in a situationist approach.  This lack of a goal does not, of course, indicate the lack of a plan.  The purpose of the Noödynamics Institute, ultimately, is to guide events toward certain end-states and away from others.

We believe that, despite outward appearances, potential noödynamic leaders are prevalent in our society.  The problems around us, in our estimation, are not the result of a dearth of greatness, but the product of indoctrination, misdirection, and malaise.  There are, presently, two categories of people: (1) those who do not have the seed of Western world-feeling and thus the capacity for true postmodern greatness; who cannot feel the culture-system in and around them and thus are incapable of deriving therefrom a motivation to build something larger and greater than themselves; and (2) those who have the innate potential to manifest the culture-soul; who genuinely sense the High Culture as their world-within and world-around —the capacity resides within them, perhaps latent, but there nevertheless.

Suitable candidates for administrative positions in the Noödynamics Institute will have well-established organizational qualities, including, in order of ascending importance: (1) knowledge, talent, skills, a good work ethic, and other elements of highly capable individuals; (2) the ability to contribute personal capabilities to the achievement of group objectives and work effectively as a member of a team; (3) the competency to organize and manage people and resources toward the effective and efficient pursuit of predetermined objectives; (4) the capacity to catalyze commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards; and (5) the aptitude to proficiently lead in a manner both willful and humble, fearless and modest.

The very best leaders will be mild-mannered but tenacious, with a stoic determination to do whatever needs to be done to make the Noödynamics Institute great.  Their ambition will be a study in virtue, first and foremost devoted to the organization and with concern for its success rather than for their own advancement or gratification.  Such people rely principally on inspired standards to motivate and demonstrate an unwavering resolve to produce the best long-term results, no matter how difficult.  There is a big difference between management and leadership.

The selection of Institute administrators is of supreme importance because such persons must never blindly acquiesce to authority or orthodoxy, not even the authority or orthodoxy of the Institute itself, but instead must be strong leaders, so educated, driven, and talented that they are determined to build divisions and departments and the Institute as a whole into the very best possible.  We need administrators who engage in dialogue and debate — even vigorous argument — in pursuit of the good, the beautiful, and the true, yet who are equally capable of unifying behind the decisions of the Institute and ensuring its success regardless of parochial or personal interests.

These are the times that try men’s soul.  We must stoically confront the brute facts of our current reality, however disturbing they may be.  As Spengler admonished: Optimism is cowardice.  Yet we must simultaneously retain an unwavering faith that, regardless of difficulties, we will prevail in the end, as an Institute, and through the interregnum, as a High Culture.  In our end is our beginning.