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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.
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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. When is training the appropriate solution to a performance problem
When the cause of the problem is a lack of knowledge or skills
Sequence
Personal space
Managerial/administrative - supervisory - functional

2. The four parts of the International Federation's (ICF) ethical standards
Reality - feasibility - authority - and learning opportunities
Accelerated Learning
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Ishikawa - fishbone

3. Double-loop learning
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Focused on fundamental changes to thinking patterns and behaviors
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Rote skills - and prerequisite material

4. The components of the VAK model
Learning technologies
Visual - Auditory - and Kinestethic
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Convergers - divergers - assimilators - and accommodators

5. Types of formative evaluation
Pilot tests - technical reviews - production reviews
Initiating - planning - executing - controlling - closing
Kurt Lewin's forcefield analysis
Constraints analysis

6. The factors that are defined during the performance gap analysis
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Multiple intelligences theory
Driving forces - restraining forces - current state - desired state
Facilitation is used to involve participants - and to help them learn from one another.

7. List 10 types of root causes

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8. The measure that is defined by mean - median - and mode
Central tendency
Formulation - Development - Implementation - Evaluation
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Preparation

9. The process that measures if the practitioner measured what they intended to measure
Culture - vision - strategy - and structure
Validity
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Slides

10. Two characteristics for any coaching program to succeed
Maslow's hierarchy
Objectivity - confidentiality
Create a vision - communicate the plan - connect the people - congratulate success
Ishikawa - fishbone

11. Four phases of succession planning
Questionnaires - follow-up interviews - observation checklists
To improve performance by systematically developing human expertise through organizational development and training
Measures looking at opinions - behaviors - and attributes
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

12. Examples of internal factors that influence an organization
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Phone - VoIP - online meetings - email - specialized software
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

13. The first component of the ASTD HPI model
Solution Selection
The selection of measurement points which can have a large impact on the research's ability to be generalized
Business Analysis
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

14. Four barriers to communication during training delivery
Language - speech - environmental - and psychological
Reliability
Subject-matter expert
Solution Implementation

15. Three learner preferences as defined by the VAK model
Initiating - planning - executing - controlling - closing
Results
Visual - Auditory - and Kinestethic
Form - storm - norm - perform - and adjourn.

16. The type of learning that E-Learning is outstanding for teaching because it has infinite patience
Rote skills
Discovery - Dream - Design - and Destiny
Reality - feasibility - authority - and learning opportunities
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

17. The ability of the same measurement to produce consistent results over time
Cost-effectiveness - accessibility and application - learner access - and self-direction
Chat rooms are essentially synchronous (real-time) message boards.
A variable the influences the dependent variable
Reliability

18. The theory that matches individual needs to instructional experiences
Performance audit
Learning Management System (LMS)
Rapid instructional design (RID)
Opportunity-centered

19. Mode
The most frequently occurring value
Balanced scorecard
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Audience - behavior - condition - and degree

20. The four areas measured during a training needs assessment
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Business needs - performance needs - learning needs - and learner needs
Preparation
Solution Selection

21. List seven principles of adult learning
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception

22. The two criteria for a successful training program that must be accounted for by the WLP professional
Analytical - amiable - drivers - expressive
Personal space
Slides
Current organization climate - available resources

23. 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
Determine business impact - improve the design of the learning experience - determine the content's adequacy
An unknown or uncontrolled variable that produces an effect
Socratic questioning
Experiential learning

24. Mentoring
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Questionnaires - follow-up interviews - observation checklists
Split-half

25. Four elements of an effective oral presentation
Electronic performance support system (EPSS)
Opener - bridge - main body - and close
Thinking about the whole organization - rather than individuals - and looking primarily at processes
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

26. The three building blocks of knowledge management
Solution Selection
Interviews
Communication - client motivation - self-management - technical skills
Data - Information - Knowledge

27. The way a person prefers to learn new content
- measure - analyze - improve - control
Learning style
Feedback
Opportunity-centered

28. The linear scale use to rate statements and attitudes
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Functional context
Language - speech - environmental - and psychological
Likert scale

29. The HPI tool that can gather both qualitative and quantitative data
Passive - active - empathetic - listening for knowledge - listening for clarification
Surveys
Awareness - modeling - targeted interventions - desensitization - training
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

30. Dependent
Questionnaires - follow-up interviews - observation checklists
Results
The outcome that depends on the independent variable and covariates
Self-contained chunk of instructional material

31. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Cognitivism
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Low frequency - high complexity - high consequence of error - high probability of change in the future

32. succession planning
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Multiple intelligences theory
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Questions that check for understanding or test for consensus

33. Two theories of motivation for coaching

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34. Four steps to prepare for training delivery
An HTML tag identifying the context of the contents on a website or knowledge base.
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
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
To improve performance by systematically developing human expertise through organizational development and training

35. A computer application that is linked directly to another application to train or guide workers through a task
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Electronic performance support system (EPSS)
Simulations
External and environmental influences

36. Four things a coach does
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Sorting - tabulating - and comparing raw to summarized data

37. Data
Action plans - interviews - questionnaires - focus groups - performance contracts
Monetary impact/ROI
Raw and non-contextual - and can exist in forms usable or not
Solution Implementation

38. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Observe body language
Written tests - oral Q&A - performance tests - role plays
Audience - Behavior - Condition - and Degree
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach

39. The four Cs of change
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Semantic differential
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Create a vision - communicate the plan - connect the people - congratulate success

40. Knowledge Mapping
Bloom's taxonomy - six sigma - Kepner-Tregoe
Hard data
Preparation
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

41. Three process principles of strategic management development that are likely to remain constant across organizations
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Cognitive
Knowledge - skills

42. The method used to identify the efficiency and effectiveness of employees
Performance audit
The expected range of a measurement
Measures of quantity or numbers
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented

43. Two types of personality inventory instruments
Ginzberg's theory
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies

44. Knowledge
Questionnaires - follow-up interviews - observation checklists
Threat - problem - solution - habit
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Information that combined with understanding enables understanding

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

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46. What is the primary reason for 360-degree feedback
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Solution Selection
External coaching - internal coaching
To aid in career planning

47. The purpose of strategic planning

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48. The methods learning organizations use to create and foster productive learning
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Culture - vision - strategy - and structure
Validity
Suggestopedia

49. Triple-loop learning
Cost-effectiveness - accessibility and application - learner access - and self-direction
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Cognitivism

50. The six interactive and interdependent components of an action learning program
Chat rooms are essentially synchronous (real-time) message boards.
Learning organizations - systems thinking
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Threat - problem - solution - habit

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Certified Professional In Learning And Performance Cplp

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