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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 barriers to communication during training delivery
Language - speech - environmental - and psychological
Numbers or variables used to classify a system
Managerial/administrative - supervisory - functional
Reaction

2. Five job analysis methods
Image oriented - interactive - immediate - and intimate.
Solution Selection
Interview - survey/questionnaire - observation - focus group - work diary/work log
Business Analysis

3. The HPI tool used to collect current performance - learner analysis - and business needs
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Interviews
Sorting - tabulating - and comparing raw to summarized data
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites

4. The final behavioral outcomes of a specific instructional event
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
An unknown or uncontrolled variable that produces an effect
Terminal objectives

5. Four personal social styles per Harvey Robbins
Something that disrupts the flow of information between source and receiver
Audience - behavior - condition - and degree
Chat rooms are essentially synchronous (real-time) message boards.
Analytical - amiable - drivers - expressive

6. Types of Level 5 instruments
Form - storm - norm - perform - and adjourn.
Something that disrupts the flow of information between source and receiver
Control groups - management estimates - extant data - external studies
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.

7. RFP
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Performance audit
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
Change is a process not an event. Change management is the process of directing change at each level of an organization.

8. Three process principles of strategic management development that are likely to remain constant across organizations
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Something that disrupts the flow of information between source and receiver
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

9. The four characteristics of online communication
Psychomotor skills
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Image oriented - interactive - immediate - and intimate.
Simulations

10. The four areas measured during a training needs assessment
Business needs - performance needs - learning needs - and learner needs
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Dictatorship - anarchy - democracy
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need

11. The components of the action learning formula
Experiencing - publishing - processing - generalizing - and applying
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

12. Steps in Pfeiffer and Jones' experiential learning cycle
Reaction
Chat rooms are essentially synchronous (real-time) message boards.
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Experiencing - publishing - processing - generalizing - and applying

13. Critical Path
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Howard Gardner
Speed - quantity - quality/accuracy - thoroughness - timeliness
The sum of the numbers divided by the total number of values

14. The third component of the ASTD HPI model
Socratic questioning
Cause Analysis
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

15. Median
The mid-point of the distribution - 50% of the values are above/below this value
Discovery - Dream - Design - and Destiny
Opener - bridge - main body - and close
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

16. Four benefits of web-based training
Economic - social - political and legislative - workforce - technological - and competitive.
Solution Selection
Cost-effectiveness - accessibility and application - learner access - and self-direction
Learning style

17. Two circumstances where e-learning is particularly useful
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Asynchronous
Rote skills - and prerequisite material

18. Information Architecture
Reality - feasibility - authority - and learning opportunities
A description or design specification for how information should be treated and organized.
Two-aix matrixes - flowcharts - dichotomy - graphic models
Reaction

19. The two criteria for a successful training program that must be accounted for by the WLP professional
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
Monetary impact/ROI
Current organization climate - available resources
Experiencing - publishing - processing - generalizing - and applying

20. The six factors an instructional designer must consider before choosing techniques and training materials
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Self-contained chunk of instructional material
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Multiple intelligences theory

21. PERT
In statistics - it means probably true
Pilot tests - technical reviews - production reviews
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.
Charts - graphs

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

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23. When a WLP professional is preparing instructional objectives - an evaluation plan - and a sequence of content - which step in the ADDIE model is being performed
Numbers or variables used to rank order a system
Walk towards a participant as they speak
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Design

24. Four tools and techniques related to six sigma
Knowledge - skills
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Information - feedback
DMAIC methodology - IPO model - flowcharting - evaluation models

25. List six categories of HPI solutions
In statistics - it means probably true
Cause Analysis
Theatre style
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

26. Continuous
Change Management
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

27. The four quadrants in W.E. (Ned) Herrmann's learning brain model
Robert Mager
Hypothetical
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

28. Four variables that effect how members of a culture think and express themselves
Multiple intelligences theory
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
Rote skills - and prerequisite material
Social contexting - contexting - authority - and concept of time

29. Systems thinking
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.
Learning organizations - systems thinking
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

30. The questioning technique that seeks to develop critical thinking and creativity
Performance audit
Opener - bridge - main body - and close
Socratic questioning
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

31. The six founding principles of systems thinking
An effective - structured way that captures people's learning from an experience.
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
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

32. The analysis that serves as a reality check to identify a project's limiting factors
Sorting - tabulating - and comparing raw to summarized data
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Constraints analysis
Personal space

33. Mentoring
Disengagement - disidentification - disorientation - and disenchantment.
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Convergers - divergers - assimilators - and accommodators
Form - storm - norm - perform - and adjourn.

34. The difference between an icebreaker and an opening exercise
Opener - bridge - main body - and close
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Questionnaires - follow-up interviews - observation checklists

35. The criteria for determining if a project is appropriate for action learning
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Reality - feasibility - authority - and learning opportunities
Numbers or variables used to rank order a system
Robert Mager

36. The six steps in a training needs assessment
Validity
Learning organizations - systems thinking
Bloom's taxonomy - six sigma - Kepner-Tregoe
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data

37. Examples of collaborative software
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Computer-based training. Any learning event that uses computers as the primary distributions method.
Solution Implementation
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

38. Standard deviation
Information that combined with understanding enables understanding
A measure of the variability of scores from the mean
Formative evaluation
Speed - quantity - quality/accuracy - thoroughness - timeliness

39. The three levels of problems in systems thinking
Structures - patterns - events
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
Kurt Lewin's forcefield analysis
Maslow's hierarchy - McGregor's Theory X and Y of management

40. The five factors that affect human performance
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Passive - active - empathetic - listening for knowledge - listening for clarification
Knowledge - skills - desire - environment - and opportunity

41. The process where each member of a group makes their opinions conform to the perceived group consensus
Howard Gardner
Groupthink
Design
Bloom's taxonomy - six sigma - Kepner-Tregoe

42. The seven steps in Krumboltz's DECIDES model
Business Analysis
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
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
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

43. The HPI tool that can gather both qualitative and quantitative data
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Surveys
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Measures of quantity or numbers

44. The seven characteristics of good dialog
Disengagement - disidentification - disorientation - and disenchantment.
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Hard data
A collection of code containing instructions for a computer to perform a specific action

45. An evaluation of an evaluation
Meta-evaluation
Rote skills - and prerequisite material
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Learning style

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

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47. ROI
Return-on-investment ( (Benefits - Costs) / Costs) * 100
A variable that can have one of two possible values.
Initiating - planning - executing - controlling - closing
To improve performance by systematically developing human expertise through organizational development and training

48. When is training the appropriate solution to a performance problem
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Presentation software
When the cause of the problem is a lack of knowledge or skills

49. The type of learning that E-Learning is outstanding for teaching because it has infinite patience
Sequence
Written tests - oral Q&A - performance tests - role plays
Rote skills
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

50. List seven principles of adult learning
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Discovery - Dream - Design - and Destiny
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role