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
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Polling questions
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Learning Management System (LMS)


2. Two examples of performance support systems
Job aids - and EPSS
Understandable - accurate - functional
Computer-based training. Any learning event that uses computers as the primary distributions method.
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies


3. Five mistakes managers can make to negatively impact employee motivation
Theatre style
Hypothetical
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise


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
Review strategies - measure performance - take correction action
Seels and Glasgow instructional systems design model
To improve performance by systematically developing human expertise through organizational development and training
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.


5. Four characteristics of effective openers

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6. The factors that are defined during the performance gap analysis
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Something that disrupts the flow of information between source and receiver
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Driving forces - restraining forces - current state - desired state


7. Karl Albrecht's progressive psychological phases of change response
Threat - problem - solution - habit
Experiential learning
A collection of code containing instructions for a computer to perform a specific action
Understandable - accurate - functional


8. The diagnostic model that identifies the performance problem cause - based on cause driving solution

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9. The use of electronic technologies to deliver information and facilitate the development of skills
Learning Management System (LMS)
Sorting - tabulating - and comparing raw to summarized data
Reliability
Learning technologies


10. The purpose of an after-action review

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11. The process where each member of a group makes their opinions conform to the perceived group consensus
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
Maslow's hierarchy - McGregor's Theory X and Y of management
Create a vision - communicate the plan - connect the people - congratulate success
Groupthink


12. Quantitative
Measures of quantity or numbers
Interviews
The extent to which an instrument predicts future results
Managerial/administrative - supervisory - functional


13. The measure that is defined by mean - median - and mode
Understandable - accurate - functional
Central tendency
Maslow's hierarchy
Split-half


14. An assessment done during formation
Information - feedback
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Low frequency - high complexity - high consequence of error - high probability of change in the future
Formative evaluation


15. Four stages of accelerated learning

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16. Critical Path
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Surveys
Rote skills
Opportunity-centered


17. List seven things that cannot be copyrighted
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
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
Convergers - divergers - assimilators - and accommodators
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection


18. Knowledge
Silence
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
Polling questions
Information that combined with understanding enables understanding


19. LMS
Bloom's Taxonomy
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Cognitivism
Threat - problem - solution - habit


20. Confidence interval
An unknown or uncontrolled variable that produces an effect
Questions that stimulate discussion
The expected range of a measurement
Identify organizational values - development mission - develop vision - develop value statements


21. The six founding principles of systems thinking
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
Sorting - tabulating - and comparing raw to summarized data
Reality - feasibility - authority - and learning opportunities
A variable the influences the dependent variable


22. Two theories of motivation for coaching

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23. Qualitative
The extent to which an instrument predicts future results
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Measures looking at opinions - behaviors - and attributes
Job analysis


24. The method used to identify the efficiency and effectiveness of employees
Pedagogy
Performance audit
Learning organizations - systems thinking
Subject-matter expert


25. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Harless' front-end analysis model
Navigation
Results
Feedback


26. The three competency elements that constitute most jobs
Measures of quantity or numbers
Managerial/administrative - supervisory - functional
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Data that has been given context


27. Mentoring
Business Analysis
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Driving forces - restraining forces - current state - desired state


28. Types of Level 4 instruments
Performance records - direct observation - supervisor checklists
Technical competence - people skills - conceptual skills - results - taste - judgment - character
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
Social contexting - contexting - authority - and concept of time


29. learning object
Self-contained chunk of instructional material
Speed - quantity - quality/accuracy - thoroughness - timeliness
Hypothetical
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance


30. Closed questions
A variable the influences the dependent variable
Observe body language
Questions that check for understanding or test for consensus
Central tendency


31. Dependent
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
Awareness - modeling - targeted interventions - desensitization - training
The outcome that depends on the independent variable and covariates
Mentoring is longer term - and mentors do not have responsibility for participants improvement.


32. The processes performance management is primarily concerned with
A description or design specification for how information should be treated and organized.
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
The mid-point of the distribution - 50% of the values are above/below this value
Cross-functional - cross-country/international


33. Four variables that effect how members of a culture think and express themselves
Groupthink
Written tests - oral Q&A - performance tests - role plays
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Social contexting - contexting - authority - and concept of time


34. The six major factors that influence performance in Gilbert's behavior engineering model
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Harless' front-end analysis model
Culture - vision - strategy - and structure
DMAIC methodology - IPO model - flowcharting - evaluation models


35. Compare/contrast chaos and complexity
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Learning style
Determine business impact - improve the design of the learning experience - determine the content's adequacy


36. Five approaches to facilitate inclusion
Awareness - modeling - targeted interventions - desensitization - training
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Chat rooms are essentially synchronous (real-time) message boards.
Results


37. The two mechanisms the chaos and complexity theory focus on
Phone - VoIP - online meetings - email - specialized software
Information - feedback
A measure of the variability of scores from the mean
Semantic differential


38. The criteria for determining if a project is appropriate for action learning
Passive - active - empathetic - listening for knowledge - listening for clarification
Performance records - direct observation - supervisor checklists
Reality - feasibility - authority - and learning opportunities
Identify business goals - clarify those goals - determine specificity and measurability of the goals.


39. Sequencing and structure are closely related. What is the order in which skills and information are taught
Competing - accommodating - avoiding - collaborating - and compromising.
Chat rooms are essentially synchronous (real-time) message boards.
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Sequence


40. Standard deviation
Focused on learning and using new necessary skills through incremental change
Performance Analysis
A measure of the variability of scores from the mean
Phone - VoIP - online meetings - email - specialized software


41. The third component of the ASTD HPI model
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Learning Management System (LMS)
Cause Analysis
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role


42. Two characteristics of distance learning
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Culture - vision - strategy - and structure
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Accelerated Learning


43. Four tasks typically done in the job analysis
Robert Mager
Information - feedback
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Management - performance


44. The seven steps in Krumboltz's DECIDES model
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
The multiple dependent variables in a study with multiple independent variables
Accelerated Learning
Maslow's hierarchy - McGregor's Theory X and Y of management


45. The framework developed by Patricia Cross to describe some differences between adult and child learners
Presentation software
Data from archival records - existing records - report - and data
Skill variety - task identity - task significance - autonomy - feedback
Characteristics of adults as learners (CAL) conceptual framework


46. BE
Benjamin Bloom
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Suggestopedia
Managerial/administrative - supervisory - functional


47. Steps in Pfeiffer and Jones' experiential learning cycle
Experiencing - publishing - processing - generalizing - and applying
Cause Analysis
Bloom's Taxonomy
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.


48. Types of Level 3 instruments
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Action plans - interviews - questionnaires - focus groups - performance contracts
Ginzberg's theory
Functional context


49. Two characteristics for any coaching program to succeed
Interview - survey/questionnaire - observation - focus group - work diary/work log
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Objectivity - confidentiality
A collection of code containing instructions for a computer to perform a specific action


50. Four characteristics of highly motivated clients
Phone - VoIP - online meetings - email - specialized software
Entertainment - interaction - control - usability - and customization
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance