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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. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Characteristics of adults as learners (CAL) conceptual framework
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Review strategies - measure performance - take correction action

2. Critical Path
Evaluation
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Learning technologies
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

3. A method used to evaluation organizational effectiveness beyond financial measures
Meta-evaluation
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Learning technologies
Balanced scorecard

4. Dichotomous
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Initiating - planning - executing - controlling - closing
A variable that can have one of two possible values.
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement

5. The six founding principles of systems thinking
Speed - quantity - quality/accuracy - thoroughness - timeliness
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
Documentation audit - information system survey - identification of external information sources
Measures looking at opinions - behaviors - and attributes

6. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Robert Mager
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
A description or design specification for how information should be treated and organized.

7. Five job analysis methods
Functional context
Interview - survey/questionnaire - observation - focus group - work diary/work log
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
Performance Analysis

8. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
Brainstorming - case studies - and role plays
Pedagogy
Control groups - management estimates - extant data - external studies
Cognitivism

9. The facilitation tool that can create just enough tension to get people thinking
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Documentation audit - information system survey - identification of external information sources
Experiencing - publishing - processing - generalizing - and applying
Silence

10. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
Balanced scorecard
Interview - survey/questionnaire - observation - focus group - work diary/work log
Hypothetical
Business Analysis

11. The final behavioral outcomes of a specific instructional event
Surveys
Terminal objectives
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
To systematically plan an organization's future

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

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13. succession planning
An HTML tag identifying the context of the contents on a website or knowledge base.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Groupthink
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

14. Describe how facilitation differs from training
Cross-functional - cross-country/international
Discovery - Dream - Design - and Destiny
Facilitation is used to involve participants - and to help them learn from one another.
Structure

15. Two types of job rotations
Cross-functional - cross-country/international
Reality - feasibility - authority - and learning opportunities
Experiential learning
Learning style

16. The two criteria for a successful training program that must be accounted for by the WLP professional
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
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Current organization climate - available resources
Create a vision - communicate the plan - connect the people - congratulate success

17. The four characteristics of online communication
Phone - VoIP - online meetings - email - specialized software
Written tests - oral Q&A - performance tests - role plays
Image oriented - interactive - immediate - and intimate.
Robert Mager

18. Types of synthesis models
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Visual - Auditory - and Kinestethic
Two-aix matrixes - flowcharts - dichotomy - graphic models
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.

19. Four stages of transition through M&As
Image oriented - interactive - immediate - and intimate.
Disengagement - disidentification - disorientation - and disenchantment.
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors

20. Change management
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Skill variety - task identity - task significance - autonomy - feedback

21. Tacit knowledge

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22. Confidence interval
Solution Selection
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
The expected range of a measurement

23. Closed questions
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Maslow's hierarchy
Questions that check for understanding or test for consensus
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

24. The three tasks of business analysis
Learning
Learning technologies
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Surveys

25. Community of practice
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Cross-functional - cross-country/international
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Form - storm - norm - perform - and adjourn.

26. The methods learning organizations use to create and foster productive learning
Data that has been given context
Culture - vision - strategy - and structure
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need

27. Mode
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Questionnaires - follow-up interviews - observation checklists
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
The most frequently occurring value

28. The kinds of objectives that support the final behavioral outcomes by breaking them down into more manageable chunks
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Self-contained chunk of instructional material
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Enabling objectives

29. Examples of internal factors that influence an organization
Focused on learning and using new necessary skills through incremental change
Cognitive
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
The selection of measurement points which can have a large impact on the research's ability to be generalized

30. An evaluation of an evaluation
Organization - process - and job/performer.
Meta-evaluation
Facilitation is used to involve participants - and to help them learn from one another.
Determine business impact - improve the design of the learning experience - determine the content's adequacy

31. Mentoring
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Rote skills - and prerequisite material
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Robert Mager

32. The two mechanisms the chaos and complexity theory focus on
Learning technologies
Information - feedback
Sorting - tabulating - and comparing raw to summarized data
Sequence

33. Level 4 evaluation
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Behavior
The multiple dependent variables in a study with multiple independent variables
Meta-evaluation

34. Two guiding principles of displaying quantative data in charts and graphs
Scaling and integrity
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
Threat - problem - solution - habit
Harless' front-end analysis model

35. Three pitfalls of coaching
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
To improve performance by systematically developing human expertise through organizational development and training
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

36. Independent
Raw and non-contextual - and can exist in forms usable or not
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Groupthink
A variable the influences the dependent variable

37. The criteria for determining if a project is appropriate for action learning
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Reality - feasibility - authority - and learning opportunities
Ishikawa - fishbone
Formulation - Development - Implementation - Evaluation

38. Five conflict responses
Kurt Lewin's forcefield analysis
Proxemics
Competing - accommodating - avoiding - collaborating - and compromising.
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors

39. The purpose of strategic planning

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40. The steps in the outsourcing process
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
Computer-based training. Any learning event that uses computers as the primary distributions method.
Data that has been given context
Raw and non-contextual - and can exist in forms usable or not

41. LMS
Proxemics
Walk towards a participant as they speak
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

42. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Split-half
External and environmental influences
Charts - graphs

43. Three conditions that warrant multi-rater feedback
Action plans - interviews - questionnaires - focus groups - performance contracts
An HTML tag identifying the context of the contents on a website or knowledge base.
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

44. The characteristics of a complex system
Rote skills - and prerequisite 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
Asynchronous
Form - storm - norm - perform - and adjourn.

45. The four Cs of change
Create a vision - communicate the plan - connect the people - congratulate success
Experiential learning
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
The outcome that depends on the independent variable and covariates

46. The seven attributes essential for leadership per Warren Bennis
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Change Management
Formative evaluation

47. The third component of the ASTD HPI model
Howard Gardner
Cause Analysis
Measures looking at opinions - behaviors - and attributes
A variable that can have one of two possible values.

48. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Navigation
Questions that check for understanding or test for consensus
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

49. The technique trainers should use when a presentation is formal and should present a professional image
Slides
The extent to which an instrument represents the program's content
Communication - client motivation - self-management - technical skills
Monetary impact/ROI

50. Four personal social styles per Harvey Robbins
Information - feedback
Perform a front-end analysis
Analytical - amiable - drivers - expressive
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