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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. Two characteristics of distance learning
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Sequence
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Functional context

2. Four characteristics of highly motivated clients
Hypothetical
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Economic - social - political and legislative - workforce - technological - and competitive.
Analytical - amiable - drivers - expressive

3. Four barriers to communication during training delivery
Audience - behavior - condition - and degree
Rote skills
Language - speech - environmental - and psychological
Visual - Auditory - and Kinestethic

4. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Determine business impact - improve the design of the learning experience - determine the content's adequacy
External and environmental influences
Dictatorship - anarchy - democracy
Robert Mager

5. The five factors that affect human performance
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Data that has been given context
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Knowledge - skills - desire - environment - and opportunity

6. Extant
The world is created in conversation
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Rapid instructional design (RID)
Data from archival records - existing records - report - and data

7. Things a forcefield analysis ensures
A measure of the variability of scores from the mean
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Adult learning theories - instructional design techniques
Objectivity - confidentiality

8. The analysis that serves as a reality check to identify a project's limiting factors
When the cause of the problem is a lack of knowledge or skills
Communication - client motivation - self-management - technical skills
Opportunity-centered
Constraints analysis

9. The method a trainer can use to encourage a participant to continue speaking
A measure of the variability of scores from the mean
Hard data
Walk towards a participant as they speak
Driving forces - restraining forces - current state - desired state

10. The process that measures if the practitioner measured what they intended to measure
Proxemics
Validity
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Balanced scorecard

11. When is training the appropriate solution to a performance problem
When the cause of the problem is a lack of knowledge or skills
Cause Analysis
Silence
Personal space

12. Three process principles of strategic management development that are likely to remain constant across organizations
Validity
Performance records - direct observation - supervisor checklists
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

13. The three building blocks of knowledge management
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Raw and non-contextual - and can exist in forms usable or not
Data - Information - Knowledge

14. Change management
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Competing - accommodating - avoiding - collaborating - and compromising.
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Change is a process not an event. Change management is the process of directing change at each level of an organization.

15. The three major tasks of analyzing data
Sorting - tabulating - and comparing raw to summarized data
Structure
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Managerial/administrative - supervisory - functional

16. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Behavorism
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Awareness - modeling - targeted interventions - desensitization - training

17. The term for the relationship of people's positions in space
The extent to which an instrument predicts future results
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Proxemics
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

18. The steps of a needs analysis
Multiple intelligences theory
Performance Analysis
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Structure

19. Knowledge
Information that combined with understanding enables understanding
- measure - analyze - improve - control
An HTML tag identifying the context of the contents on a website or knowledge base.
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

20. Three advantages of interviews as a data gathering technique
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
To improve performance by systematically developing human expertise through organizational development and training
Management - performance

21. The four Cs of change
Create a vision - communicate the plan - connect the people - congratulate success
Objectivity - confidentiality
DMAIC methodology - IPO model - flowcharting - evaluation models
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

22. Community of practice
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Image oriented - interactive - immediate - and intimate.
Characteristics of adults as learners (CAL) conceptual framework
Focused on fundamental changes to thinking patterns and behaviors

23. List seven principles of adult learning
DMAIC methodology - IPO model - flowcharting - evaluation models
Functional context
Socratic questioning
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles

24. The five elements of learner engagement
The extent to which an instrument predicts future results
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
The extent to which an instrument represents the program's content
Entertainment - interaction - control - usability - and customization

25. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Bloom's Taxonomy
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Split-half
Silence

26. The four areas measured during a training needs assessment
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.
Business needs - performance needs - learning needs - and learner needs
Pedagogy
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

27. Contrast synchronous to asynchronous e-learning
Opener - bridge - main body - and close
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Functional context

28. The purposes of training evaluation

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29. The technique - developed by Georgi Lazanov - that uses the instructional application of stimulating the body and mind at peak efficiency to develop super-learning capabilities
Focused on learning and using new necessary skills through incremental change
Psychomotor skills
Understandable - accurate - functional
Suggestopedia

30. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
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
Convergers - divergers - assimilators - and accommodators
Sorting - tabulating - and comparing raw to summarized data
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

31. Factors that determine fair use
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Results
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
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

32. Continuous
Accelerated Learning
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Structures - patterns - events

33. DMAIC
Competing - accommodating - avoiding - collaborating - and compromising.
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Chat rooms are essentially synchronous (real-time) message boards.
- measure - analyze - improve - control

34. The two criteria that learners must demonstrate before leaving performance-based training (PBT)
Kurt Lewin's forcefield analysis
Pilot tests - technical reviews - production reviews
Management - performance
Knowledge - skills

35. Predictive validity
The extent to which an instrument predicts future results
Pilot tests - technical reviews - production reviews
Surveys
Observe body language

36. The questioning technique that seeks to develop critical thinking and creativity
A variable the influences the dependent variable
Results
Driving forces - restraining forces - current state - desired state
Socratic questioning

37. The HPI tool that can gather both qualitative and quantitative data
Surveys
Constraints analysis
Computer-based training. Any learning event that uses computers as the primary distributions method.
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

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

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39. Content validity

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40. A method used to evaluation organizational effectiveness beyond financial measures
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Growth - exploratory - establishment - maintenance - decline
Balanced scorecard
Measures looking at opinions - behaviors - and attributes

41. Sequencing and structure are closely related. What is the order in which skills and information are taught
Structure
Learning style
Sequence
Charts - graphs

42. Examples of internal factors that influence an organization
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Results
Raw and non-contextual - and can exist in forms usable or not
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

43. PERT
In statistics - it means probably true
Reaction
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.
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.

44. The requirements of the ADA
When the cause of the problem is a lack of knowledge or skills
Rote skills - and prerequisite material
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.

45. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Cognitivism
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Data - Information - Knowledge
Learning style

46. Types of Level 3 instruments
An unknown or uncontrolled variable that produces an effect
Learning technologies
Action plans - interviews - questionnaires - focus groups - performance contracts
Job aids - and EPSS

47. The methods learning organizations use to create and foster productive learning
Culture - vision - strategy - and structure
Asynchronous
Focused on learning and using new necessary skills through incremental change
The sum of the numbers divided by the total number of values

48. Types of Level 5 instruments
Control groups - management estimates - extant data - external studies
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
Low frequency - high complexity - high consequence of error - high probability of change in the future
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.

49. The phases of strategic development
Monetary impact/ROI
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Formulation - Development - Implementation - Evaluation
Structures - patterns - events

50. The process of giving advice or information from one person to another about the usefulness of an event - process or action
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Multiple intelligences theory
Feedback
Written tests - oral Q&A - performance tests - role plays