The FINCODA effort to identify innovation talent at an early stage started with the development of a competence model.

This model, which is shown below, shows clearly that innovation is not only a solitair activity. One needs Teamwork and Networking, i.e. social interaction in order to become successful.

In fact, to come up with excellent, succesful ideas needs different types of thinking during the process:
- Diverge versus Converge
- Intuative versus Rational Thinking
- Broad Headlines versus Details
- Functional versus Human Touch,
- Out-of the-box versus Focus, etc.

Clearly, the interaction with others will stimulate people to now and then change focus during the creation process.
And working with a team with a certain
diversity makes things even easier.

The simulation model of the LDT will guide the individual members of the team to develop innovation competence. 

In the example below, the proposed quick-wins scenario includes minor changes in the behavioural preferences Conventional, Democratic, and Conceptual. The results of these proposed changes will be stronger competences for Innovation Gathering, Innovation, Problem Analysis, Judgment and Teamwork. Probably the interaction with the team members will also contribute to achieve this.

Looking at the possibilities of a team, it may not even be a necessity that everyone in the team is an ace in creativity and critical thinking...
Moreover, the team will probably stimulate the individual members to become more creative.
The process of innovation is both an exploration and synthesis.

And, also this process of human interaction follows a certain pattern, as Nonaka and Takeuchi pointed out in their SECI model (The Knowledge Creating Company, 1995).
The tacit knowledge, held in people's bodies and minds, that may stimulate creativity, is not easily captured. In interaction with others, though, that knowledge may be externalised and contribute to an innovative process.
1.Tacit to Tacit (Socialization) -              
This dimension explains Social interaction as tacit to tacit knowledge transfer, sharing tacit knowledge face-to-face or through experiences.
2.Tacit to Explicit (Externalization) -
Between tacit and explicit knowledge by Externalization (publishing, articulating knowledge), developing factors, which embed the combined tacit knowledge which enable its communication.
3. Explicit to Explicit (Combination) -
Organizing, integrating knowledge, Combining different types of explicit knowledge, for example building prototypes. 
4. Explicit to Tacit (Internalization) -
Knowledge receiving and Application by an individual, enclosed by learning by doing; on the other hand, explicit knowledge becomes part of an individual's knowledge and will be assets for an organization. Internalization is also a process of continuous individual and collective reflection and the ability to see connections and recognize patterns and the capacity to make sense between fields, ideas, and concepts.
After Internalization, the process continues at a new ‘level’, hence the metaphor of a
“spiral” of knowledge creation.


Innovation can emerge through social interaction, explicit exchange of information, learning by doing, internalization and leverage.