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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
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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. The process where each member of a group makes their opinions conform to the perceived group consensus
Groupthink
Benjamin Bloom
Performance Analysis
Presentation software

2. The collection of strategies for quickly producing instructional packages
Benjamin Bloom
Rapid instructional design (RID)
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

3. Things feedback to a learner that answered a question should do
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Performance records - direct observation - supervisor checklists
Cost-effectiveness - accessibility and application - learner access - and self-direction
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed

4. 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
Rote skills
Observe body language
Initiating - planning - executing - controlling - closing

5. Three pitfalls of coaching
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
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Surveys

6. Three tasks for knowledge mapping
Reliability
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Documentation audit - information system survey - identification of external information sources
Management - performance

7. Open questions
Bloom's taxonomy - six sigma - Kepner-Tregoe
A measure of the variability of scores from the mean
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
Questions that stimulate discussion

8. The way a person prefers to learn new content
Visual - Auditory - and Kinestethic
Learning style
Learning organizations - 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.

9. The steps in the outsourcing process
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Maslow's hierarchy - McGregor's Theory X and Y of management
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
A variable that can have one of two possible values.

10. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
Measures of quantity or numbers
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Pedagogy
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics

11. Level 3 evaluation
Skill variety - task identity - task significance - autonomy - feedback
Identify organizational values - development mission - develop vision - develop value statements
Results
Likert scale

12. Level 4 evaluation
Behavior
Numbers or variables used to classify a system
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Thinking about the whole organization - rather than individuals - and looking primarily at processes

13. Five conflict responses
Reaction
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Competing - accommodating - avoiding - collaborating - and compromising.
Raw and non-contextual - and can exist in forms usable or not

14. The method a trainer can use to encourage a participant to continue speaking
Walk towards a participant as they speak
The multiple dependent variables in a study with multiple independent variables
Kurt Lewin's forcefield analysis
Enabling objectives

15. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
DMAIC methodology - IPO model - flowcharting - evaluation models
Sequence
Polling questions
Measures looking at opinions - behaviors - and attributes

16. Two circumstances where e-learning is particularly useful
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Formulation - Development - Implementation - Evaluation
Rote skills - and prerequisite material
Multiple intelligences theory

17. Four steps to prepare for training delivery
Cause Analysis
Maslow's hierarchy - McGregor's Theory X and Y of management
A variable in whole number or distinct units (opposed to continuous)
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

18. Five approaches to facilitate inclusion
Awareness - modeling - targeted interventions - desensitization - training
To improve performance by systematically developing human expertise through organizational development and training
Theatre style
The multiple dependent variables in a study with multiple independent variables

19. Single-loop learning
Written tests - oral Q&A - performance tests - role plays
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Initiating - planning - executing - controlling - closing
Focused on learning and using new necessary skills through incremental change

20. Factors that determine fair use
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
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.
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
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics

21. LMS
Analytical - amiable - drivers - expressive
Interview - survey/questionnaire - observation - focus group - work diary/work log
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Data that has been given context

22. What does context refer to in designing learning
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Ishikawa - fishbone

23. Qualitative
Reliability
Subject-matter expert
Current organization climate - available resources
Measures looking at opinions - behaviors - and attributes

24. The theory that matches individual needs to instructional experiences
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.
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Opportunity-centered
Numbers or variables used to classify a system

25. The seven steps in Krumboltz's DECIDES model
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Personal space
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.

26. The facilitation tool that can create just enough tension to get people thinking
Pilot tests - technical reviews - production reviews
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
A variable that can have one of two possible values.
Silence

27. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Preparation
Learning organizations - systems thinking
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
The extent to which an instrument predicts future results

28. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
In statistics - it means probably true
Perform a front-end analysis
Dictatorship - anarchy - democracy
Experiencing - publishing - processing - generalizing - and applying

29. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Job analysis
Two-aix matrixes - flowcharts - dichotomy - graphic models
Questions that check for understanding or test for consensus
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.

30. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Job aids - and EPSS
Observe body language
The mid-point of the distribution - 50% of the values are above/below this value
Questionnaires - follow-up interviews - observation checklists

31. Skills / knowledge areas that SMEs may lack
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Adult learning theories - instructional design techniques
Performance Analysis
Visual - Auditory - and Kinestethic

32. PERT
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.
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
Competing - accommodating - avoiding - collaborating - and compromising.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

33. Training that related to actual job circumstances
Competing - accommodating - avoiding - collaborating - and compromising.
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Functional context
A variable the influences the dependent variable

34. Two theories of motivation for coaching

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35. Four personal social styles per Harvey Robbins
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Pilot tests - technical reviews - production reviews
Analytical - amiable - drivers - expressive
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

36. The core belief of appreciative inquiry theory
Questionnaires - follow-up interviews - observation checklists
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
The world is created in conversation
Change is a process not an event. Change management is the process of directing change at each level of an organization.

37. Triple-loop learning
Functional context
Entertainment - interaction - control - usability - and customization
Central tendency
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

38. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Data from archival records - existing records - report - and data
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
Organization - process - and job/performer.
Learning organizations - systems thinking

39. The process that measures if the practitioner measured what they intended to measure
Interview - survey/questionnaire - observation - focus group - work diary/work log
Validity
Maslow's hierarchy - McGregor's Theory X and Y of management
Job aids - and EPSS

40. Four things a coach does
Hypothetical
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
A group of people who share a common interest - and are willing to share the experiences of their common interest.
External and environmental influences

41. Extant
Data from archival records - existing records - report - and data
Social contexting - contexting - authority - and concept of time
Performance audit
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

42. VR
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Awareness - modeling - targeted interventions - desensitization - training
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.

43. Dependent
The outcome that depends on the independent variable and covariates
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Performance audit
Maslow's hierarchy - McGregor's Theory X and Y of management

44. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Enabling objectives
Audience - behavior - condition - and degree
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Experiencing - publishing - processing - generalizing - and applying

45. The criteria for determining if a project is appropriate for action learning
Multiple intelligences theory
Reality - feasibility - authority - and learning opportunities
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

46. An assessment done during formation
The outcome that depends on the independent variable and covariates
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
In statistics - it means probably true
Formative evaluation

47. The four parts of the International Federation's (ICF) ethical standards
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
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
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.

48. Three conditions that warrant multi-rater feedback
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.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
The expected range of a measurement
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals

49. The three tasks of business analysis
Split-half
Data - Information - Knowledge
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Rehersal

50. Change management
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Understandable - accurate - functional
Ginzberg's theory
Change is a process not an event. Change management is the process of directing change at each level of an organization.

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