The Participatory Medicine Cluetrain
Ten years ago I was working at a large networking equipment company (not Cisco) and the big push of late 1998 and early 1999 was to help companies, or Enterprises since that term was just gaining popularity, build their intranets to “enhance employee communication.” Part way through ’99, and in between the bouts of orgasmic glee our executives had shoveling in mountains of cash fueled by the threat of the Y2K bug, someone in the organization decided that the company should put its money where its mouth was and build up our own shining example of an intranet. The VP in charge asked someone who worked for him if he knew anyone who could “write webpages” and since that guy was my friend and partner in our new web venture (Hike New Hampshire — still on the web a decade later at http://www.hike-nh.com) I eventually got the job. So in mid ’99 I was anointed with the title of Web Content Manager, and set about coming to the realization that I was doomed to fail because the position had been envisioned by management to simultaneously grow the company’s intra- and internet presence AND make sure that nothing objectionable was ever said (hence the “Manager”).
It took about 90 days for the reality to set in that I was doomed, and for a while I felt alone. The Marketing Department refused to relinquish any control of any external pages, and other managers wanted thoroughly defined approval hierarchies for any internal content. So my title probably should have been Web Approval Queue Manager but that wouldn’t have sounded too “webby.” But then I ran across something on the web that gave me hope — posted at http://www.cluetrain.com was a manifesto — 95 theses — that truly captured everything I was thinking at the time. And there it was — a decade ago — all laid out for us. The rise of blogs and Twitter and Facebook. All wrapped into the central premise that people want to communicate in ways meaningful to them and the internet and all of it’s technologies can enable that kind of instant, global conversation. The 95 theses are important, but the initial dozen rocked my world:
- Markets are conversations.
- Markets consist of human beings, not demographic sectors.
- Conversations among human beings sound human. They are conducted in a human voice.
- Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.
- People recognize each other as such from the sound of this voice.
- The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
- Hyperlinks subvert hierarchy.
- In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.
- These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
- As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
- People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.
- There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
Ten years and a career-change later, my dog-eared copy of the Cluetrain Manifesto (yes I bought the book — I may have read it online, but the people around me who didn’t get it needed something on paper; and this was long before laptops were ubiquitous and truly portable to enable electronic reading) still sits on my desk.
So what got me thinking about this? It was more discussion about Participatory Medicine. It occurred to me that one could substitute the word “doctor” for “executive” and “hospital” for “corporation” and “patient” for “market” and we’re really talking about the same thing. The Internet is facilitating all kinds of new conversations about health and connecting patients in ways that disrupt the traditional medical hierarchy and one-way feed of information from provider to patient. But what really concerns me is that although there has been some corporate progress (think CEO blogs and Twitter), not a lot has really changed with a lot of companies in the last 10 years.
While this doesn’t bode well for rapid progress in Participatory Medicine, perhaps people’s natural inclination for remaining deeply and passionately engaged in their healthcare, compared to their engagement level for electronic devices, might drive this process faster.
In any event … here we are ten years on and the concepts in Cluetrain remain relevant. I’m happy that I was there in the beginning and that I am finding myself in the middle of this second round.



















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