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. When is training the appropriate solution to a performance problem
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Learning style
Cognitive
When the cause of the problem is a lack of knowledge or skills


2. The requirements of the ADA
Learning Management System (LMS)
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Discovery - Dream - Design - and Destiny


3. The seventh component of the ASTD HPI model
Change Management
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments


4. Level 1 evaluation
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Computer-based training. Any learning event that uses computers as the primary distributions method.
Reaction
External and environmental influences


5. The components of the VAK model
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
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
Visual - Auditory - and Kinestethic
Learning technologies


6. The seven basic self-governing behaviors
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Semantic differential
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability


7. DMAIC
Solution Implementation
- measure - analyze - improve - control
Job aids - and EPSS
An unknown or uncontrolled variable that produces an effect


8. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Observe body language
Interviews
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
The world is created in conversation


9. The theory that matches individual needs to instructional experiences
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Opportunity-centered
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
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


10. Skills / knowledge areas that SMEs may lack
Learning technologies
Adult learning theories - instructional design techniques
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Maslow's hierarchy - McGregor's Theory X and Y of management


11. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Review strategies - measure performance - take correction action
Robert Mager
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
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role


12. Four personal social styles per Harvey Robbins
Psychomotor skills
Charts - graphs
Driving forces - restraining forces - current state - desired state
Analytical - amiable - drivers - expressive


13. VR
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Speed - quantity - quality/accuracy - thoroughness - timeliness
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach


14. The five characteristics of every job that influence employee motivation
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Cognitivism
Skill variety - task identity - task significance - autonomy - feedback
Measures of quantity or numbers


15. The five principles of andragogy
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
In statistics - it means probably true
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Data that has been given context


16. The other names for a cause-and-effect diagram
The extent to which an instrument predicts future results
Surveys
Ishikawa - fishbone
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed


17. The topics of the A-B-C-D training development process
Audience - behavior - condition - and degree
Control groups - management estimates - extant data - external studies
Job analysis
Entertainment - interaction - control - usability - and customization


18. The system that uses knowledge - skills - and attitudes (KSAs) to describe three types of learning

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


19. The core belief of appreciative inquiry theory
Performance audit
Written tests - oral Q&A - performance tests - role plays
Change is a process not an event. Change management is the process of directing change at each level of an organization.
The world is created in conversation


20. Four activites to consider when closing a presentation
Rapid instructional design (RID)
Cross-functional - cross-country/international
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
A description or design specification for how information should be treated and organized.


21. The three major tasks of analyzing data
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.
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Accelerated Learning
Sorting - tabulating - and comparing raw to summarized data


22. The seven characteristics of good dialog
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
Control groups - management estimates - extant data - external studies
Simulations
Relevance - inquiry - freedom - connectedness - reception - empowerment - play


23. Types of Level 2 instruments
Ginzberg's theory
Written tests - oral Q&A - performance tests - role plays
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
A variable that can have one of two possible values.


24. Five mistakes managers can make to negatively impact employee motivation
Simulations
The extent to which an instrument represents the program's content
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability


25. The four characteristics of online communication
Documentation audit - information system survey - identification of external information sources
Image oriented - interactive - immediate - and intimate.
Raw and non-contextual - and can exist in forms usable or not
Change is a process not an event. Change management is the process of directing change at each level of an organization.


26. Steps of managing a change project
Initiating - planning - executing - controlling - closing
Simulations
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Harless' front-end analysis model


27. Steps in Pfeiffer and Jones' experiential learning cycle
Experiencing - publishing - processing - generalizing - and applying
Experiential learning
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Chat rooms are essentially synchronous (real-time) message boards.


28. The phases of strategic development
Formulation - Development - Implementation - Evaluation
Audience - Behavior - Condition - and Degree
Meta-evaluation
Behavorism


29. The theory that describes a person starting at age 18 - moving from career exploration to a series of events including educational specialization that leads to a career path and a final career commitment

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


30. The processes performance management is primarily concerned with
Semantic differential
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance


31. Dependent
Harless' front-end analysis model
Multiple intelligences theory
The outcome that depends on the independent variable and covariates
External coaching - internal coaching


32. What is the primary reason for 360-degree feedback
Solution Selection
To aid in career planning
Bloom's Taxonomy
Economic - social - political and legislative - workforce - technological - and competitive.


33. The five factors that affect human performance
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Job analysis
Form - storm - norm - perform - and adjourn.
Knowledge - skills - desire - environment - and opportunity


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

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


35. Sampling

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


36. List David Kolk's four learning styles
Disengagement - disidentification - disorientation - and disenchantment.
Initiating - planning - executing - controlling - closing
Convergers - divergers - assimilators - and accommodators
Focused on fundamental changes to thinking patterns and behaviors


37. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Accelerated Learning
Asynchronous
Silence


38. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
Polling questions
Navigation
Scaling and integrity
Two-aix matrixes - flowcharts - dichotomy - graphic models


39. A method used to evaluation organizational effectiveness beyond financial measures
Ginzberg's theory
Walk towards a participant as they speak
Surveys
Balanced scorecard


40. Continuous
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Convergers - divergers - assimilators - and accommodators
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Rote skills


41. Extant
Opener - bridge - main body - and close
Data from archival records - existing records - report - and data
Form - storm - norm - perform - and adjourn.
Proxemics


42. 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
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Learning technologies
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments


43. The facilitation tool that can create just enough tension to get people thinking
Convergers - divergers - assimilators - and accommodators
Silence
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Rehersal


44. What does context refer to in designing learning
Management - performance
Inputs - outputs - process controls - and resources.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Organization - process - and job/performer.


45. The three fundamental principles of HPI
Pilot tests - technical reviews - production reviews
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Management - performance
Business needs - performance needs - learning needs - and learner needs


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

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


47. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Change Management
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics


48. Change management
A measure of the variability of scores from the mean
Change Management
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Central tendency


49. Three advantages of interviews as a data gathering technique
Form - storm - norm - perform - and adjourn.
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Something that disrupts the flow of information between source and receiver


50. The HPI tool that can gather both qualitative and quantitative data
Surveys
Speed - quantity - quality/accuracy - thoroughness - timeliness
Learning organizations - systems thinking
Visual - Auditory - and Kinestethic