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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. Four elements of an effective oral presentation
Two-aix matrixes - flowcharts - dichotomy - graphic models
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Multiple intelligences theory
Opener - bridge - main body - and close

2. Knowledge management
Bloom's taxonomy - six sigma - Kepner-Tregoe
Presentation software
Change is a process not an event. Change management is the process of directing change at each level of an organization.
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

3. Independent
A variable the influences the dependent variable
Visual - Auditory - and Kinestethic
Measures of quantity or numbers
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

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

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5. The collection of strategies for quickly producing instructional packages
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Brainstorming - case studies - and role plays
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Rapid instructional design (RID)

6. The method a trainer can use to encourage a participant to continue speaking
Information that combined with understanding enables understanding
Self-contained chunk of instructional material
Inputs - outputs - process controls - and resources.
Walk towards a participant as they speak

7. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Questionnaires - follow-up interviews - observation checklists
Ishikawa - fishbone
Create a vision - communicate the plan - connect the people - congratulate success
Job analysis

8. The tasks involved in the implementation phase of strategic development
Discovery - Dream - Design - and Destiny
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Questionnaires - follow-up interviews - observation checklists
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives

9. Software that automates the administration of training
Learning Management System (LMS)
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Learning

10. learning object
Self-contained chunk of instructional material
Phone - VoIP - online meetings - email - specialized software
Evaluation
Written tests - oral Q&A - performance tests - role plays

11. succession planning
Change Management
Psychomotor skills
Behavior
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

12. Three conditions that warrant multi-rater feedback
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Language - speech - environmental - and psychological
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

13. Five approaches to facilitate inclusion
Constraints analysis
Awareness - modeling - targeted interventions - desensitization - training
A variable in whole number or distinct units (opposed to continuous)
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.

14. Information Chunking
Psychomotor skills
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
The expected range of a measurement
Enabling objectives

15. Three tools for determining learner preferences
Opportunity-centered
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

16. LCMS
Reaction
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Control groups - management estimates - extant data - external studies
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments

17. A computer application that is linked directly to another application to train or guide workers through a task
Electronic performance support system (EPSS)
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Performance Analysis
Focused on fundamental changes to thinking patterns and behaviors

18. Mode
The most frequently occurring value
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.
Howard Gardner
Observe body language

19. The instrument where participants rate two contrasting ideas or words by circling points on a line
A collection of code containing instructions for a computer to perform a specific action
Feedback
Semantic differential
Phone - VoIP - online meetings - email - specialized software

20. The three fundamental principles of HPI
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
To aid in career planning
Performance records - direct observation - supervisor checklists
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

21. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Behavorism
In statistics - it means probably true
Learning
Navigation

22. An evaluation of an evaluation
Meta-evaluation
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Current organization climate - available resources
Feedback

23. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Culture - vision - strategy - and structure
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Constraints analysis
Cognitivism

24. Three disadvantages of focus groups
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Formulation - Development - Implementation - Evaluation
Maslow's hierarchy
Discovery - Dream - Design - and Destiny

25. List six external factors that may affect an organization
Economic - social - political and legislative - workforce - technological - and competitive.
Bloom's taxonomy - six sigma - Kepner-Tregoe
Organization - process - and job/performer.
Cost-effectiveness - accessibility and application - learner access - and self-direction

26. Four benefits of web-based training
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Cost-effectiveness - accessibility and application - learner access - and self-direction
Feedback

27. The characteristics of a complex system
Focused on learning and using new necessary skills through incremental change
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
Interviews
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

28. The phases of strategic development
Personal space
Performance records - direct observation - supervisor checklists
Formulation - Development - Implementation - Evaluation
Navigation

29. Four personal social styles per Harvey Robbins
Analytical - amiable - drivers - expressive
Performance records - direct observation - supervisor checklists
Structure
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

30. The type of results produced by quantative methods
Feedback
Hypothetical
Hard data
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.

31. The HPI tool that can gather both qualitative and quantitative data
Management - performance
Seels and Glasgow instructional systems design model
Surveys
Opportunity-centered

32. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Cognitive
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 - and prerequisite material

33. The processes performance management is primarily concerned with
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Scaling and integrity
Threat - problem - solution - habit
Documentation audit - information system survey - identification of external information sources

34. The seven characteristics of good dialog
DMAIC methodology - IPO model - flowcharting - evaluation models
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Social contexting - contexting - authority - and concept of time
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed

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

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36. Four steps to prepare for training delivery
Personal space
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Audience - Behavior - Condition - and Degree
Pareto analysis

37. Three basic management styles
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Reliability
Dictatorship - anarchy - democracy
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

38. Four characteristics of highly motivated clients
Interviews
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Performance Analysis
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

39. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
Results
Audience - Behavior - Condition - and Degree
Questionnaires - follow-up interviews - observation checklists
Perform a front-end analysis

40. Knowledge
Learner-centered - content-centered
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Information that combined with understanding enables understanding

41. List 10 types of root causes

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42. Level 2 evaluation
Reaction
Learning
Pedagogy
Observe body language

43. Two types of personality inventory instruments
Interview - survey/questionnaire - observation - focus group - work diary/work log
Current organization climate - available resources
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Convergers - divergers - assimilators - and accommodators

44. Contrast synchronous to asynchronous e-learning
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Learning technologies
Sorting - tabulating - and comparing raw to summarized data

45. Five job analysis methods
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Theatre style
Interview - survey/questionnaire - observation - focus group - work diary/work log
Performance audit

46. The HPI tool that uses the 80/20 rule
Change is a process not an event. Change management is the process of directing change at each level of an organization.
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
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Pareto analysis

47. Single-loop learning
Pareto analysis
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Focused on learning and using new necessary skills through incremental change

48. Contrast mentoring to coaching
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
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Seels and Glasgow instructional systems design model
Pedagogy

49. The core belief of appreciative inquiry theory
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Design
Numbers or variables used to rank order a system
The world is created in conversation

50. Critical Path
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
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Maslow's hierarchy - McGregor's Theory X and Y of management

Can you answer 50 questions in 15 minutes?

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