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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. Exercises that include a form of real-life situation that allows participants to practice is called
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Rote skills
Simulations
A collection of code containing instructions for a computer to perform a specific action

2. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Charts - graphs
The expected range of a measurement
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
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

3. Five ways to use storytelling
An effective - structured way that captures people's learning from an experience.
Adult learning theories - instructional design techniques
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Two-aix matrixes - flowcharts - dichotomy - graphic models

4. Double-loop learning
Focused on fundamental changes to thinking patterns and behaviors
The world is created in conversation
Written tests - oral Q&A - performance tests - role plays
Visual - Auditory - and Kinestethic

5. Examples of internal factors that influence an organization
Numbers or variables used to classify a system
Performance audit
When the cause of the problem is a lack of knowledge or skills
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies

6. Four tasks typically done in the job analysis
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Opportunity-centered
Formative evaluation
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression

7. The HPI tool that uses the 80/20 rule
Data from archival records - existing records - report - and data
Cognitive
Pareto analysis
Howard Gardner

8. The facilitation tool that can create just enough tension to get people thinking
Formative evaluation
Data - Information - Knowledge
Silence
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.

9. The four most important skills for a coach
Communication - client motivation - self-management - technical skills
Likert scale
Organization - process - and job/performer.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

10. Software that automates the administration of 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.
Learning Management System (LMS)
Structure
Surveys

11. The purpose of strategic planning

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12. Four elements of an effective oral presentation
Business Analysis
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.
Management - performance
Opener - bridge - main body - and close

13. The type of results produced by quantative methods
- measure - analyze - improve - control
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Hard data
Change Management

14. Mentoring
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Ishikawa - fishbone

15. Levels of listening
Reliability
To improve performance by systematically developing human expertise through organizational development and training
Passive - active - empathetic - listening for knowledge - listening for clarification
Bloom's taxonomy - six sigma - Kepner-Tregoe

16. The two mechanisms the chaos and complexity theory focus on
Data from archival records - existing records - report - and data
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Rote skills
Information - feedback

17. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Initiating - planning - executing - controlling - closing
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
- measure - analyze - improve - control

18. Describe a message board
Visual - Auditory - and Kinestethic
Hypothetical
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Learning organizations - systems thinking

19. The five stages of D. E. Super's developmental framework
Growth - exploratory - establishment - maintenance - decline
Evaluation
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Monetary impact/ROI

20. List seven things that cannot be copyrighted
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Numbers or variables used to classify a system
Solution Implementation
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

21. Five job analysis methods
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Interview - survey/questionnaire - observation - focus group - work diary/work log
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Objectivity - confidentiality

22. Knowledge Mapping
Questions that stimulate discussion
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.

23. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Reliability
Robert Mager
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Feedback

24. The four components of a learning objective
Learning
The sum of the numbers divided by the total number of values
Audience - Behavior - Condition - and Degree
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise

25. Single-loop learning
Initiating - planning - executing - controlling - closing
Enabling objectives
Opportunity-centered
Focused on learning and using new necessary skills through incremental change

26. Two examples of performance support systems
Job aids - and EPSS
Form - storm - norm - perform - and adjourn.
Data from archival records - existing records - report - and data
Pareto analysis

27. The process that measures if the practitioner measured what they intended to measure
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Validity
Information - feedback
Speed - quantity - quality/accuracy - thoroughness - timeliness

28. Knowledge
Economic - social - political and legislative - workforce - technological - and competitive.
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Competing - accommodating - avoiding - collaborating - and compromising.
Information that combined with understanding enables understanding

29. Four activites to consider when closing a presentation
Psychomotor skills
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

30. The characteristics of a complex system
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
Social contexting - contexting - authority - and concept of time
Understandable - accurate - functional
Focused on fundamental changes to thinking patterns and behaviors

31. Critical Path
Focused on learning and using new necessary skills through incremental change
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Ginzberg's theory
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

32. Content validity

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33. The mode of training for which classroom training is most effective
Psychomotor skills
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Review strategies - measure performance - take correction action
Howard Gardner

34. Level 2 evaluation
Learning
Communication - client motivation - self-management - technical skills
Focused on learning and using new necessary skills through incremental change
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

35. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Organization - process - and job/performer.
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

36. The method where instruction is provided in a self-directed format that is available at all times - even with a facilitator is not online
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Asynchronous
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

37. Two characteristics of distance learning
Cognitive
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Hypothetical
Measures looking at opinions - behaviors - and attributes

38. Three conditions that warrant multi-rater feedback
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Interviews
Competing - accommodating - avoiding - collaborating - and compromising.

39. Types of synthesis models
Interview - survey/questionnaire - observation - focus group - work diary/work log
Data from archival records - existing records - report - and data
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Two-aix matrixes - flowcharts - dichotomy - graphic models

40. Continuous
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Numbers or variables used to classify a system
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Discovery - Dream - Design - and Destiny

41. The five factors that affect human performance
Knowledge - skills - desire - environment - and opportunity
An unknown or uncontrolled variable that produces an effect
Discovery - Dream - Design - and Destiny
Ishikawa - fishbone

42. The three levels of problems in systems thinking
Structures - patterns - events
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Passive - active - empathetic - listening for knowledge - listening for clarification
Rote skills - and prerequisite material

43. The model (a pyramid) from bottom to top is: physiology - safety - belongingness - esteem - and self-actualization

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44. Describe noise - in communication theory
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Something that disrupts the flow of information between source and receiver
Lack of knowledge or skills - lack of physical resources - process problems - lack of information - lack of leadership - lack of information on consequences - lack of motivation - inadequate feedback - inadequate incentives - performer's lack of capa
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

45. The two management practices similar to complexity theory
Accelerated Learning
Knowledge - skills - desire - environment - and opportunity
Solution Implementation
Learning organizations - systems thinking

46. Four characteristics of highly motivated clients
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Personal space
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
To systematically plan an organization's future

47. Independent
Subject-matter expert
A variable the influences the dependent variable
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Understandable - accurate - functional

48. Five approaches to facilitate inclusion
Sorting - tabulating - and comparing raw to summarized data
The explicit and systematic management of intellectual capital and organizational knowledge for the purpose of improving organizations and the people in the organizations; as well as - associated processes like creating - gathering - organizing - ret
To improve performance by systematically developing human expertise through organizational development and training
Awareness - modeling - targeted interventions - desensitization - training

49. Change management
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Measures of quantity or numbers
Low frequency - high complexity - high consequence of error - high probability of change in the future
Bloom's taxonomy - six sigma - Kepner-Tregoe

50. Three basic management styles
Dictatorship - anarchy - democracy
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Reality - feasibility - authority - and learning opportunities
Cost-effectiveness - accessibility and application - learner access - and self-direction