Benjamin Franklin's Genius: Creativity and Problem-Solving

Introduction: Connecting the Unconnected

One of the most compelling concepts in Michalko (2001, p. 11) is "Connecting the Unconnected." The ability to see connections where none ordinarily exist is, according to the author, one of the defining traits of creative geniuses, who possess "a facility to connect the unconnected by forcing relationships that enable them to see things to which others are blind." This is one of the hallmarks of creative thinking, in which individuals engage in what Michalko terms "productive" rather than "reproductive" thinking. When faced with a challenge or problem, such individuals perceive things in a multitude of possible ways, which enables them to arrive at unusual solutions.

This capacity is vividly illustrated by Benjamin Franklin and his invention of the lightning rod. Against all conventional wisdom, Franklin flew a kite during a thunderstorm and, through this dangerous experiment, was able to prove that lightning was electricity. This discovery, in turn, enabled him to invent the lightning rod — a solution to a problem that had plagued humanity throughout its existence. This kind of creative thinking also made Franklin one of the greatest inventors and scientists of his era.

Another trait found in creative geniuses is the ability to "awaken the collaborative spirit" (Michalko, 2001, p. 13). The author claims that "the notion that the collective intelligence of a group is larger than the intelligence of an individual can be traced back to primitive times when hunter-gatherer bands would meet to discuss and solve common problems." This idea is widely recognized by businesses and organizations throughout the world today. Brainstorming, for example, is a technique that many organizations use to stimulate creativity among employees and to further enhance the effectiveness and innovation of their products and services.

Awakening the Collaborative Spirit

Michalko's argument is not merely that people need to recognize the value of collaboration for business and other creative processes. He takes the notion further by observing that, although most individuals acknowledge the importance of collaboration, the primary difficulty lies in actually thinking collaboratively in an effective way. In western societies such as the United States, individuals are strongly focused on individualism — a trait that drives personal achievement but can work against the broader accomplishments made possible through collective effort.

This tension is something Benjamin Franklin understood deeply, particularly in his work as a civic and political leader. Even in positions of authority, Franklin never had a taste for the pomp and entitlement that Isaacson (2003, p. 3) refers to as "inherited aristocracy." Instead, Franklin remained a collaborator and a "friend" to the people he served. This orientation was a key source of his success; he could work both as an individual and within a collective, adapting to any environment that required collaboration. This was part of his genius not only as a scientist and inventor, but as a person. As Isaacson (2003, p. 2) states in his introduction, "…the most interesting thing that Franklin invented, and continually reinvented, was himself."

A further concept, offered by Sims (2011, p. 51), is "failing quickly to learn fast." The premise is that any failure is an opportunity to learn, offering important life lessons such as wise investing, better time management, and similar skills. This is something Benjamin Franklin came to understand very early in his life. Isaacson (2003) relates an episode from Franklin's childhood in which he was so taken with a whistle that he spent all the change in his pocket to buy it. When he showed the item to his friends and siblings, they scoffed at him for paying at least four times what it was worth. This swift, painful failure taught Franklin the lesson of frugality — one he carried with him throughout his life.

The episode is a powerful illustration of Sims's concept. The negative consequence was immediate and unpleasant, but the lesson it provided yielded long-term benefits. Failure does not necessarily produce negative long-term outcomes; rather, the short-term sting of a quick failure can generate lasting positive effects. This is one of the most transferable lessons a reader can draw from Franklin's life.

Failing Quickly to Learn Fast

Another concept offered by Sims (2011, p. 77) is that "problems are the new solutions." To the individual, this means that any problem that arises carries with it the challenge of finding its solution. This recognition, though apparently simple, is at the heart of creative thinking and basic problem-solving. Throughout his life — in his science, his inventions, and his civic leadership — Franklin clearly implemented this orientation in everything he did.

Evidence of this includes the many civic improvements Franklin championed. These included a public lending library, a volunteer fire corps, and an insurance association. Each initiative arose directly from an observed problem. The inability of ordinary people to afford books led to the establishment of a lending library, bringing knowledge and information to those who would otherwise have had no access to it. The volunteer fire corps addressed severe shortages in existing emergency services, helping people who might otherwise have lost everything — possibly including their lives — retain at least some of their possessions. As for insurance, we are so accustomed to it today that it is difficult to imagine a time when it did not exist; Franklin helped those who lost valuable possessions through accident or theft to recover what they had lost without bearing a crushing lump-sum expense.

Each of these innovations demonstrates that being solution-oriented helps individuals overcome the negativity that naturally accompanies a problem and redirect their energy toward productive thinking instead.