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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can study here.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.

1. Two types of personality inventory instruments
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Solution Implementation
Cognitivism
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

2. Data
Reality - feasibility - authority - and learning opportunities
Analytical - amiable - drivers - expressive
Raw and non-contextual - and can exist in forms usable or not
Benefit-to-cost ratio (Total Benefit / Total Program Cost)

3. Single-loop learning
Focused on learning and using new necessary skills through incremental change
Scaling and integrity
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles

4. The instructional design model is based on the assumptions that design happens in a context of project management that establishes roles - tasks - timelines - budgets - checkpoints - and supervisory procedures
Information that combined with understanding enables understanding
Seels and Glasgow instructional systems design model
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Data that has been given context

5. Three drawbacks of classroom training
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

6. The factors that are defined during the performance gap analysis
Groupthink
Driving forces - restraining forces - current state - desired state
The whole is more than the sum of the parts - patterns are everywhere in the system - cause and effect is never simple - history does and does not repeat itself - change come from chaos - the future can and cannot be predicted
Harless' front-end analysis model

7. The final behavioral outcomes of a specific instructional event
Charts - graphs
Measures looking at opinions - behaviors - and attributes
Terminal objectives
Feedback

8. The methods learning organizations use to create and foster productive learning
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Surveys
Culture - vision - strategy - and structure
Economic - social - political and legislative - workforce - technological - and competitive.

9. The three major tasks of analyzing data
Sorting - tabulating - and comparing raw to summarized data
The selection of measurement points which can have a large impact on the research's ability to be generalized
Proxemics
Business Analysis

10. Tacit knowledge

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11. Describe noise - in communication theory
Something that disrupts the flow of information between source and receiver
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Opportunity-centered
Reality - feasibility - authority - and learning opportunities

12. Types of Level 4 instruments
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Performance records - direct observation - supervisor checklists
Scaling and integrity
Business needs - performance needs - learning needs - and learner needs

13. scripting
A collection of code containing instructions for a computer to perform a specific action
Low frequency - high complexity - high consequence of error - high probability of change in the future
Brainstorming - case studies - and role plays
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

14. The two mechanisms the chaos and complexity theory focus on
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Reality - feasibility - authority - and learning opportunities
Information - feedback
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications

15. The four components of a learning objective
Audience - Behavior - Condition - and Degree
The multiple dependent variables in a study with multiple independent variables
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

16. Predictive validity
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Managerial/administrative - supervisory - functional
The extent to which an instrument predicts future results
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.

17. The four Cs of change
Data from archival records - existing records - report - and data
Create a vision - communicate the plan - connect the people - congratulate success
Agreeing with the client when another response would be better - being judgmental or too rigid - progressing at the wrong pace (too fast/too slow) for the client
Howard Gardner

18. Types of Level 5 instruments
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Control groups - management estimates - extant data - external studies

19. Three tools for determining learner preferences
Subject-matter expert
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Simulations
Behavorism

20. The theory that describes how intelligences reflect how people prefer to process information
Multiple intelligences theory
Proxemics
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Purpose and character of use (commercial or nonprofit educational use) - nature of the copyrighted work - amount of the work used in relationship to the whole of the work - effect on the market potential for or value of the copyrighted work

21. The measure that is defined by mean - median - and mode
The multiple dependent variables in a study with multiple independent variables
Central tendency
Business Analysis
Business needs - performance needs - learning needs - and learner needs

22. Five stages of Tuckman's team-maturing model
Enabling objectives
Reaction
Harless' front-end analysis model
Form - storm - norm - perform - and adjourn.

23. Double-loop learning
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Focused on fundamental changes to thinking patterns and behaviors
Observe body language
Questionnaires - follow-up interviews - observation checklists

24. The processes performance management is primarily concerned with
Reality - feasibility - authority - and learning opportunities
Behavior
Rote skills
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

25. Two characteristics of distance learning
No right or final answers - cause and effect not related to space and time - all solutions require careful consideration - behavior gets worse before it gets better - all systems have limits - foresight benefits the organization
Bloom's taxonomy - six sigma - Kepner-Tregoe
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Multiple intelligences theory

26. The process that measures if the practitioner measured what they intended to measure
Action plans - interviews - questionnaires - focus groups - performance contracts
Results
Information - feedback
Validity

27. The three tasks of business analysis
Understandable - accurate - functional
Interviews
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

28. List David Kolk's four learning styles
Experiencing - publishing - processing - generalizing - and applying
External coaching - internal coaching
Convergers - divergers - assimilators - and accommodators
Multiple intelligences theory

29. succession planning
Speed - quantity - quality/accuracy - thoroughness - timeliness
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
A description or design specification for how information should be treated and organized.

30. Cordinal data
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Numbers or variables used to rank order a system
Maslow's hierarchy - McGregor's Theory X and Y of management
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability

31. Qualitative
Measures looking at opinions - behaviors - and attributes
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Solution Selection
Change is a process not an event. Change management is the process of directing change at each level of an organization.

32. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Image oriented - interactive - immediate - and intimate.
Computer-based training. Any learning event that uses computers as the primary distributions method.
Accelerated Learning
Groupthink

33. Four characteristics of tasks that are well-suited for job aids
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Information - feedback
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Low frequency - high complexity - high consequence of error - high probability of change in the future

34. The fifth component of the ASTD HPI model
Formulation - Development - Implementation - Evaluation
Solution Implementation
Kurt Lewin's forcefield analysis
Change is a process not an event. Change management is the process of directing change at each level of an organization.

35. LCMS
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Documentation audit - information system survey - identification of external information sources
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

36. Karl Albrecht's progressive psychological phases of change response
Threat - problem - solution - habit
Driving forces - restraining forces - current state - desired state
Agreeing with the client when another response would be better - being judgmental or too rigid - progressing at the wrong pace (too fast/too slow) for the client
Ginzberg's theory

37. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Learning organizations - systems thinking
Split-half
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Social contexting - contexting - authority - and concept of time

38. Standard deviation
The extent to which an instrument predicts future results
A group of people who share a common interest - and are willing to share the experiences of their common interest.
A measure of the variability of scores from the mean
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

39. The seven attributes essential for leadership per Warren Bennis
Data that has been given context
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Identify organizational values - development mission - develop vision - develop value statements
Analytical - amiable - drivers - expressive

40. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Learning
Learning organizations - systems thinking
Robert Mager

41. Knowledge
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Cognitive
Information that combined with understanding enables understanding
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

42. The purpose of an after-action review

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43. Three advantages of interviews as a data gathering technique
Documentation audit - information system survey - identification of external information sources
Knowledge - skills
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Measures looking at opinions - behaviors - and attributes

44. Contrast mentoring to coaching
Experiencing - publishing - processing - generalizing - and applying
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Focused on learning and using new necessary skills through incremental change
Structures - patterns - events

45. Four steps to prepare for training delivery
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
An effective - structured way that captures people's learning from an experience.
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Identify organizational values - development mission - develop vision - develop value statements

46. ROI
Facilitators establish the initial mood or climate of the class experience - and clarify the purpose of individuals as well as the general purposes of the group
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.

47. A computer application that is linked directly to another application to train or guide workers through a task
Data from archival records - existing records - report - and data
To improve performance by systematically developing human expertise through organizational development and training
Electronic performance support system (EPSS)
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

48. Median
The mid-point of the distribution - 50% of the values are above/below this value
Robert Mager
The whole is more than the sum of the parts - patterns are everywhere in the system - cause and effect is never simple - history does and does not repeat itself - change come from chaos - the future can and cannot be predicted
Convergers - divergers - assimilators - and accommodators

49. EPSS
Knowledge - skills
The expected range of a measurement
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

50. List seven things that cannot be copyrighted
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Measures looking at opinions - behaviors - and attributes
The extent to which an instrument represents the program's content
Groupthink