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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
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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. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Semantic differential
Chat rooms are essentially synchronous (real-time) message boards.
Job analysis
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.

2. Information
Data that has been given context
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Cause Analysis

3. The technique - developed by Georgi Lazanov - that uses the instructional application of stimulating the body and mind at peak efficiency to develop super-learning capabilities
The world is created in conversation
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Suggestopedia

4. Two characteristics for any coaching program to succeed
Current organization climate - available resources
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Chat rooms are essentially synchronous (real-time) message boards.
Objectivity - confidentiality

5. The technique that should account for 50% of the preparation for a presentation
External and environmental influences
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Rehersal
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.

6. CBT
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Ginzberg's theory
Computer-based training. Any learning event that uses computers as the primary distributions method.
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

7. Three drawbacks of classroom training
Rapid instructional design (RID)
Visual - Auditory - and Kinestethic
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Audience - Behavior - Condition - and Degree

8. The steps in the outsourcing process
Characteristics of adults as learners (CAL) conceptual framework
Phone - VoIP - online meetings - email - specialized software
Kurt Lewin's forcefield analysis
Determining needs - defining scope and budget - creating and sending the RFP - evaluating proposals and selecting vendors - notifying the vendor and negotiating the contract - implementing the project - monitoring the project - completing and evaluat

9. The five criteria to measure performance after coaching
Speed - quantity - quality/accuracy - thoroughness - timeliness
Sequence
Perform a front-end analysis
Competing - accommodating - avoiding - collaborating - and compromising.

10. Three process principles of strategic management development that are likely to remain constant across organizations
Sequence
Questions that check for understanding or test for consensus
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Learning style

11. Types of Level 4 instruments
Performance records - direct observation - supervisor checklists
A measure of the variability of scores from the mean
The expected range of a measurement
Bloom's Taxonomy

12. The four quadrants in W.E. (Ned) Herrmann's learning brain model
A variable in whole number or distinct units (opposed to continuous)
Electronic performance support system (EPSS)
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Form - storm - norm - perform - and adjourn.

13. Median
The mid-point of the distribution - 50% of the values are above/below this value
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Personal space
Hypothetical

14. Quantitative
Measures of quantity or numbers
Phone - VoIP - online meetings - email - specialized software
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Behavorism

15. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Questions that check for understanding or test for consensus
Organization - process - and job/performer.
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

16. Things feedback to a learner that answered a question should do
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
A variable that can have one of two possible values.
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed

17. Two influences of great effect on employee motivation
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
Management - performance
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
To improve performance by systematically developing human expertise through organizational development and training

18. What does proxemics refer to?
Understandable - accurate - functional
Speed - quantity - quality/accuracy - thoroughness - timeliness
Personal space
Semantic differential

19. Three learner preferences as defined by the VAK model
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Surveys
Visual - Auditory - and Kinestethic

20. Exercises that include a form of real-life situation that allows participants to practice is called
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Presentation software
Performance Analysis
Simulations

21. The topics of the A-B-C-D training development process
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Audience - behavior - condition - and degree
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

22. Dichotomous
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
A variable that can have one of two possible values.
Current organization climate - available resources
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

23. The difference between an icebreaker and an opening exercise
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Current organization climate - available resources
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
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

24. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Discovery - Dream - Design - and Destiny
Robert Mager
Create a vision - communicate the plan - connect the people - congratulate success
A variable that can have one of two possible values.

25. The three tasks of business analysis
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
An unknown or uncontrolled variable that produces an effect

26. Describe how facilitation differs from training
Performance Analysis
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Facilitation is used to involve participants - and to help them learn from one another.
Competing - accommodating - avoiding - collaborating - and compromising.

27. Three pitfalls of coaching
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
Program Evaluation Review Technique. A diagramming technique that enables project managers to estimate a range of task durations by estimating optomistic - pessimistic - and likely durations for each task.
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
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.

28. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
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
Polling questions
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Hypothetical

29. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Preparation
Determine business impact - improve the design of the learning experience - determine the content's adequacy
The extent to which an instrument represents the program's content
Control groups - management estimates - extant data - external studies

30. Five technologies that can be used to connect clients to coaches
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Current organization climate - available resources
Phone - VoIP - online meetings - email - specialized software
Organization - process - and job/performer.

31. Mentoring
Structures - patterns - events
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Surveys
Performance audit

32. Qualitative
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
Measures looking at opinions - behaviors - and attributes
Reality - feasibility - authority - and learning opportunities
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

33. Two characteristics of distance learning
Determining needs - defining scope and budget - creating and sending the RFP - evaluating proposals and selecting vendors - notifying the vendor and negotiating the contract - implementing the project - monitoring the project - completing and evaluat
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Visual - Auditory - and Kinestethic
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.

34. The method a trainer can use to encourage a participant to continue speaking
Hypothetical
Review strategies - measure performance - take correction action
Rote skills - and prerequisite material
Walk towards a participant as they speak

35. Four activites to consider when closing a presentation
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
A measure of the variability of scores from the mean
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.

36. The linear scale use to rate statements and attitudes
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Likert scale
A variable that can have one of two possible values.

37. BE
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Rote skills - and prerequisite material
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception

38. The four areas measured during a training needs assessment
Structures - patterns - events
Business needs - performance needs - learning needs - and learner needs
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

39. The three levels of problems in systems thinking
Solution Implementation
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Structures - patterns - events

40. A computer application that is linked directly to another application to train or guide workers through a task
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Kurt Lewin's forcefield analysis
Electronic performance support system (EPSS)
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

41. Contrast mentoring to coaching
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Solution Implementation
To aid in career planning
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

42. The way of learning that stresses experience and reflection - and uses an inductive learning process that takes a learner through five stages: experiencing - publishing - processing - generalizing - and applying
Experiential learning
Performance records - direct observation - supervisor checklists
Design
Surveys

43. The purpose of workforce planning
Inputs - outputs - process controls - and resources.
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
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
To improve performance by systematically developing human expertise through organizational development and training

44. The four most important skills for a coach
Maslow's hierarchy - McGregor's Theory X and Y of management
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Communication - client motivation - self-management - technical skills
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

45. Four cases when a trainer should not use a chart pack
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Phone - VoIP - online meetings - email - specialized software
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
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.

46. The theory that describes how intelligences reflect how people prefer to process information
Multiple intelligences theory
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Suggestopedia
Behavorism

47. Five approaches to facilitate inclusion
Awareness - modeling - targeted interventions - desensitization - training
Objectivity - confidentiality
Growth - exploratory - establishment - maintenance - decline
Identify organizational values - development mission - develop vision - develop value statements

48. The purpose of an after-action review

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49. Three disadvantages of focus groups
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Facilitation is used to involve participants - and to help them learn from one another.
Navigation
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

50. The steps of a needs analysis
An HTML tag identifying the context of the contents on a website or knowledge base.
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Electronic performance support system (EPSS)
Cognitivism

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