management The institute continues to offer workshops about humanistic psychology, physical wellness, and spiritual awareness. The institute has also added workshops on permaculture and ecological sustainability. Other workshops cover a wide range of subjects including arts, health, Gestalt, integral thought, martial arts, massage, dance, mythology, philosophical inquiry, somatics, spiritual and religious studies, ecopsychology, wilderness experience, yoga, tai chi, mindfulness practice, and meditation. The institute was closed for the first half of 2017 and forced to drastically reduce staff. They also decided to revamp their offerings upon reopening to include topics more relevant to a younger generation. Center for Theory and Research In 1998, Esalen launched the Center for Theory and Research to initiate new areas of practice and action which foster social change and realization of the human potential. It is the research and development arm of Esalen Institute. , Michael Cornwall, who previously worked in the institutes' Schizophrenia Research Project at Agnews State Hospital, was conducting workshops titled the Alternative Views and Approaches to Psychosis Initiative at Esalen. He was inviting leaders in the field of psychosis treatment to attend the workshops. Management changes Esalen has been making changes to respond to internal and external factors. Dick Price was the key leader of the institute until his sudden death in a hiking accident in late 1985 brought about many changes in personnel and programming. Steven Donovan became president of the institute, and Brian Lyke served as general manager. Nancy Lunney became the director of programming, and Dick Price's son David Price served as general manager of Esalen beginning in the mid-1990s. The baths were destroyed in 1998 by severe weather and were rebuilt at great expense, but this caused severe institutional stress. Afterward, Andy Nusbaum developed an economic plan to stabilize Esalen's finances. In 2011, the institute commissioned the company Beyond the Leading Edge to conduct a Leadership Culture Survey to assess the quality of its leadership culture. The results were negative. The survey measured how well the leadership "builds quality relationships, fosters teamwork, collaborates, develops people, involves people in decision making and planning, and demonstrates a high level of interpersonal skill." In the "relating dimension" the survey returned a score of 18%, compared to a desired 88%. It also produced strongly dissonant scores in measures of community welfare, relating with interpersonal intelligence, clearly communicating vision, and building a sense of personal worth within the community. It ranked management