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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 that measures if the practitioner measured what they intended to measure
Validity
Interview - survey/questionnaire - observation - focus group - work diary/work log
In statistics - it means probably true
Analytical - amiable - drivers - expressive

2. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Low frequency - high complexity - high consequence of error - high probability of change in the future
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Cognitivism
External and environmental influences

3. Steps in Pfeiffer and Jones' experiential learning cycle
Opportunity-centered
Questions that stimulate discussion
Experiencing - publishing - processing - generalizing - and applying
Surveys

4. Three tools for determining learner preferences
Information - feedback
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
The extent to which an instrument represents the program's content
Current organization climate - available resources

5. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
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
Form - storm - norm - perform - and adjourn.
Job analysis
Business needs - performance needs - learning needs - and learner needs

6. The seven steps in Krumboltz's DECIDES model
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
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Convergers - divergers - assimilators - and accommodators

7. Sequencing and structure are closely related. What is the order in which skills and information are taught
Behavorism
Performance audit
Social contexting - contexting - authority - and concept of time
Sequence

8. Two guiding principles of displaying quantative data in charts and graphs
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Scaling and integrity
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception

9. The final behavioral outcomes of a specific instructional event
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Terminal objectives
Kurt Lewin's forcefield analysis

10. The analysis that serves as a reality check to identify a project's limiting factors
An unknown or uncontrolled variable that produces an effect
Accelerated Learning
Slides
Constraints analysis

11. The factors that are defined during the performance gap analysis
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Discovery - Dream - Design - and Destiny
Driving forces - restraining forces - current state - desired state
Change is a process not an event. Change management is the process of directing change at each level of an organization.

12. The processes performance management is primarily concerned with
Kurt Lewin's forcefield analysis
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Learning organizations - systems thinking
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

13. The three major tasks of analyzing data
Sorting - tabulating - and comparing raw to summarized data
Control groups - management estimates - extant data - external studies
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.
Action plans - interviews - questionnaires - focus groups - performance contracts

14. The term for the relationship of people's positions in space
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
To aid in career planning
Proxemics
Current organization climate - available resources

15. Systems thinking
Social contexting - contexting - authority - and concept of time
Maslow's hierarchy - McGregor's Theory X and Y of management
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Thinking about the whole organization - rather than individuals - and looking primarily at processes

16. Types of formative evaluation
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Pilot tests - technical reviews - production reviews
Cost-effectiveness - accessibility and application - learner access - and self-direction
Learning Management System (LMS)

17. The way of learning that stresses experience and reflection - and uses an inductive learning process that takes a learner through five stages: experiencing - publishing - processing - generalizing - and applying
The extent to which an instrument represents the program's content
Perform a front-end analysis
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Experiential learning

18. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
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
Culture - vision - strategy - and structure
Convergers - divergers - assimilators - and accommodators
Preparation

19. EPSS
Raw and non-contextual - and can exist in forms usable or not
Behavior
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.

20. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Accelerated Learning
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
Formulation - Development - Implementation - Evaluation
Harless' front-end analysis model

21. Types of Level 1 instruments
Questionnaires - follow-up interviews - observation checklists
Monetary impact/ROI
Documentation audit - information system survey - identification of external information sources
The expected range of a measurement

22. List six categories of HPI solutions
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
The extent to which an instrument predicts future results
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Focused on fundamental changes to thinking patterns and behaviors

23. Three learner preferences as defined by the VAK model
The mid-point of the distribution - 50% of the values are above/below this value
Written tests - oral Q&A - performance tests - role plays
Visual - Auditory - and Kinestethic
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach

24. LCMS
Reality - feasibility - authority - and learning opportunities
Results
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

25. The fifth component of the ASTD HPI model
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Managerial/administrative - supervisory - functional
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Solution Implementation

26. 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
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
External and environmental influences
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Functional context

27. Exercises that include a form of real-life situation that allows participants to practice is called
Interview - survey/questionnaire - observation - focus group - work diary/work log
Simulations
Passive - active - empathetic - listening for knowledge - listening for clarification
Structures - patterns - events

28. Process Map
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Data from archival records - existing records - report - and data
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Proxemics

29. The technique trainers should use when they want to use the revelation technique
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Presentation software
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

30. The HPI tool used to collect current performance - learner analysis - and business needs
Walk towards a participant as they speak
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Bloom's taxonomy - six sigma - Kepner-Tregoe
Interviews

31. Types of Level 3 instruments
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Action plans - interviews - questionnaires - focus groups - performance contracts
Psychomotor skills
Robert Mager

32. Two characteristics for any coaching program to succeed
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Objectivity - confidentiality
An HTML tag identifying the context of the contents on a website or knowledge base.

33. The five stages of D. E. Super's developmental framework
Focused on learning and using new necessary skills through incremental change
Growth - exploratory - establishment - maintenance - decline
Polling questions
Ishikawa - fishbone

34. Types of synthesis models
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Two-aix matrixes - flowcharts - dichotomy - graphic models
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

35. Skills / knowledge areas that SMEs may lack
Adult learning theories - instructional design techniques
Questions that stimulate discussion
Interview - survey/questionnaire - observation - focus group - work diary/work log
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.

36. List David Kolk's four learning styles
Control groups - management estimates - extant data - external studies
Convergers - divergers - assimilators - and accommodators
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Rehersal

37. The components of the VAK model
Pilot tests - technical reviews - production reviews
Something that disrupts the flow of information between source and receiver
Visual - Auditory - and Kinestethic
Cause Analysis

38. The sixth component of the ASTD HPI model
Evaluation
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Simulations
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

39. The three tasks of business analysis
A variable the influences the dependent variable
Robert Mager
Awareness - modeling - targeted interventions - desensitization - training
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

40. The four dimensions of personality per the Myers-Briggs Type Indicator
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Maslow's hierarchy
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception

41. The purpose of an after-action review

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42. Level 2 evaluation
Learning
Cross-functional - cross-country/international
Reality - feasibility - authority - and learning opportunities
Psychomotor skills

43. The elements of the 4-D cycle
Discovery - Dream - Design - and Destiny
Observe body language
Numbers or variables used to classify a system
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

44. The two criteria that learners must demonstrate before leaving performance-based training (PBT)
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
Functional context
Hard data
Knowledge - skills

45. The analysis that identifies forces that maintain the status quo - and the approaches to allow change

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46. Level 4 evaluation
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Focused on learning and using new necessary skills through incremental change
Behavior
Brainstorming - case studies - and role plays

47. Four things a coach does
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Visual - Auditory - and Kinestethic
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
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

48. Two examples of performance support systems
Brainstorming - case studies - and role plays
Enabling objectives
Job aids - and EPSS
Social contexting - contexting - authority - and concept of time

49. A computer application that is linked directly to another application to train or guide workers through a task
The world is created in conversation
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Electronic performance support system (EPSS)
Social contexting - contexting - authority - and concept of time

50. The method where instruction is provided in a self-directed format that is available at all times - even with a facilitator is not online
Questionnaires - follow-up interviews - observation checklists
Asynchronous
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles

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