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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. Four things a coach does
The outcome that depends on the independent variable and covariates
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Opportunity-centered
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials

2. The HPI tool that can gather both qualitative and quantitative data
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
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.
Surveys
Growth - exploratory - establishment - maintenance - decline

3. The technique trainers should use when they want to use the revelation technique
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Presentation software
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

4. The six founding principles of systems thinking
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
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
Subject-matter expert
Cross-functional - cross-country/international

5. Dichotomous
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
A variable that can have one of two possible values.
Rapid instructional design (RID)

6. The measure that is defined by mean - median - and mode
Change Management
Central tendency
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.

7. Content validity

8. Two characteristics for any coaching program to succeed
Objectivity - confidentiality
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
Low frequency - high complexity - high consequence of error - high probability of change in the future
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability

9. The tasks involved in the implementation phase of strategic development
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Opportunity-centered
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Dictatorship - anarchy - democracy

10. When a WLP professional - prior to a learning session - plans seating arrangement - arranges refreshments - determines goals and expectations for the class - what are they attempting to affect
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
External and environmental influences
To aid in career planning
Focused on fundamental changes to thinking patterns and behaviors

11. Level 3 evaluation
Learning Management System (LMS)
Results
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Thinking about the whole organization - rather than individuals - and looking primarily at processes

12. Describe noise - in communication theory
Something that disrupts the flow of information between source and receiver
Formulation - Development - Implementation - Evaluation
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.

13. Open questions
Terminal objectives
Likert scale
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Questions that stimulate discussion

14. The term for the relationship of people's positions in space
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
The mid-point of the distribution - 50% of the values are above/below this value
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Proxemics

15. RFP
Learner-centered - content-centered
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Learning Management System (LMS)

16. The three foundations of action learning

17. Four phases of succession planning
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Silence
Skill variety - task identity - task significance - autonomy - feedback
Learning organizations - systems thinking

18. Four variables that effect how members of a culture think and express themselves
Computer-based training. Any learning event that uses computers as the primary distributions method.
Perform a front-end analysis
Social contexting - contexting - authority - and concept of time
Facilitation is used to involve participants - and to help them learn from one another.

19. The three major tasks of analyzing data
Skill variety - task identity - task significance - autonomy - feedback
To aid in career planning
To improve performance by systematically developing human expertise through organizational development and training
Sorting - tabulating - and comparing raw to summarized data

20. Four tasks typically done in the job analysis
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Reliability
Simulations

21. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Documentation audit - information system survey - identification of external information sources
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

22. Critical Path
Current organization climate - available resources
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Reliability

23. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Learner-centered - content-centered
Preparation
Change Management
Constraints analysis

24. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Information - feedback
Visual - Auditory - and Kinestethic
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Behavorism

25. The HPI tool used to collect current performance - learner analysis - and business needs
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Solution Selection
Cause Analysis
Interviews

26. The way a person prefers to learn new content
Proxemics
Convergers - divergers - assimilators - and accommodators
Charts - graphs
Learning style

27. Levels of listening
Performance audit
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Theatre style
Passive - active - empathetic - listening for knowledge - listening for clarification

28. Three examples of active training techniques
Documentation audit - information system survey - identification of external information sources
Brainstorming - case studies - and role plays
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Personal space

29. The use of electronic technologies to deliver information and facilitate the development of skills
Seels and Glasgow instructional systems design model
Management - performance
Learning technologies
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

30. Double-loop learning
Focused on fundamental changes to thinking patterns and behaviors
Form - storm - norm - perform - and adjourn.
Action plans - interviews - questionnaires - focus groups - performance contracts
Validity

31. The characteristics of a complex system
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Convergers - divergers - assimilators - and accommodators
Polling questions
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

32. The method used to identify the efficiency and effectiveness of employees
Performance audit
The extent to which an instrument represents the program's content
Raw and non-contextual - and can exist in forms usable or not
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors

33. The mode of training for which classroom training is most effective
Competing - accommodating - avoiding - collaborating - and compromising.
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Psychomotor skills
Cost-effectiveness - accessibility and application - learner access - and self-direction

34. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Knowledge - skills

35. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
The extent to which an instrument predicts future results
Organization - process - and job/performer.
Business needs - performance needs - learning needs - and learner needs
Solution Implementation

36. Software that automates the administration of training
Opportunity-centered
Learning Management System (LMS)
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Behavorism

37. The six steps in a training needs assessment
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
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
Audience - Behavior - Condition - and Degree

38. 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
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Behavior
Seels and Glasgow instructional systems design model
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire

39. List seven things that cannot be copyrighted
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Subject-matter expert
Performance Analysis

40. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
External coaching - internal coaching
Opener - bridge - main body - and close
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Speed - quantity - quality/accuracy - thoroughness - timeliness

41. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Observe body language
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Change is a process not an event. Change management is the process of directing change at each level of an organization.

42. The framework developed by Patricia Cross to describe some differences between adult and child learners
Raw and non-contextual - and can exist in forms usable or not
Rehersal
Characteristics of adults as learners (CAL) conceptual framework
An unknown or uncontrolled variable that produces an effect

43. The tasks involved in the formulation phase of strategic development
Documentation audit - information system survey - identification of external information sources
Identify organizational values - development mission - develop vision - develop value statements
Formulation - Development - Implementation - Evaluation
Socratic questioning

44. Five job analysis methods
Interview - survey/questionnaire - observation - focus group - work diary/work log
Questionnaires - follow-up interviews - observation checklists
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Solution Implementation

45. BE
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Dictatorship - anarchy - democracy
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
A collection of code containing instructions for a computer to perform a specific action

46. The four most important skills for a coach
Communication - client motivation - self-management - technical skills
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Computer-based training. Any learning event that uses computers as the primary distributions method.
Enabling objectives

47. Sequencing and structure are closely related. What is the order in which skills and information are taught
Sequence
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Data from archival records - existing records - report - and data
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

48. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
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.
Cognitive
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

49. The seven basic self-governing behaviors
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.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability

50. Knowledge Mapping
Rapid instructional design (RID)
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Central tendency
Questions that stimulate discussion