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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. The tasks involved in the implementation phase of strategic development
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
The mid-point of the distribution - 50% of the values are above/below this value
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Constraints analysis

2. The questioning technique that seeks to develop critical thinking and creativity
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
To aid in career planning
Socratic questioning
Visual - Auditory - and Kinestethic

3. BE
Characteristics of adults as learners (CAL) conceptual framework
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Seels and Glasgow instructional systems design model

4. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Rote skills - and prerequisite material
Culture - vision - strategy - and structure
Behavorism

5. The four most important skills for a coach
Initiating - planning - executing - controlling - closing
Information - feedback
Communication - client motivation - self-management - technical skills
Driving forces - restraining forces - current state - desired state

6. The seven characteristics of good dialog
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Benjamin Bloom
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data

7. Confidence interval
Data that has been given context
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
Facilitation is used to involve participants - and to help them learn from one another.
The expected range of a measurement

8. The popularizer of the multiple intelligences theory
Behavior
Interview - survey/questionnaire - observation - focus group - work diary/work log
Howard Gardner
Data that has been given context

9. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
Theatre style
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
Pedagogy
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

10. The components of the VAK model
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Visual - Auditory - and Kinestethic

11. Four phases of succession planning
Change Management
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Raw and non-contextual - and can exist in forms usable or not
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

12. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Opener - bridge - main body - and close
Cognitivism
The world is created in conversation
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

13. The three levels of problems in systems thinking
Scaling and integrity
Structures - patterns - events
Balanced scorecard
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

14. Explicit knowledge
Job analysis
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Cost-effectiveness - accessibility and application - learner access - and self-direction
Numbers or variables used to rank order a system

15. The three competency elements that constitute most jobs
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Managerial/administrative - supervisory - functional
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities

16. The purposes of training evaluation

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17. Three criteria for formative evaluation
Understandable - accurate - functional
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Subject-matter expert
Cognitivism

18. Quantitative
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Measures of quantity or numbers
Learning technologies
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement

19. Open questions
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Hard data
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
Questions that stimulate discussion

20. The three foundations of action learning

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21. When is training the appropriate solution to a performance problem
When the cause of the problem is a lack of knowledge or skills
Balanced scorecard
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
Groupthink

22. A method used to evaluation organizational effectiveness beyond financial measures
Skill variety - task identity - task significance - autonomy - feedback
Balanced scorecard
Simulations
To systematically plan an organization's future

23. Cordinal data
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
Numbers or variables used to rank order a system
Performance records - direct observation - supervisor checklists
Formulation - Development - Implementation - Evaluation

24. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Organization - process - and job/performer.
Analytical - amiable - drivers - expressive
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

25. Independent
Self-contained chunk of instructional material
A variable that can have one of two possible values.
The selection of measurement points which can have a large impact on the research's ability to be generalized
A variable the influences the dependent variable

26. Things a forcefield analysis ensures
Visual - Auditory - and Kinestethic
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Reality - feasibility - authority - and learning opportunities

27. The five criteria to measure performance after coaching
Speed - quantity - quality/accuracy - thoroughness - timeliness
Objectivity - confidentiality
A measure of the variability of scores from the mean
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

28. The two management practices similar to complexity theory
Learning organizations - systems thinking
Review strategies - measure performance - take correction action
Rote skills
Functional context

29. Two guiding principles of displaying quantative data in charts and graphs
Scaling and integrity
Culture - vision - strategy - and structure
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

30. Training that related to actual job circumstances
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Harless' front-end analysis model
Functional context
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

31. What is an SME
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Job analysis
Subject-matter expert
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.

32. Median
The mid-point of the distribution - 50% of the values are above/below this value
Personal space
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Presentation software

33. Karl Albrecht's progressive psychological phases of change response
Threat - problem - solution - habit
Data that has been given context
Measures of quantity or numbers
Numbers or variables used to rank order a system

34. Two influences of great effect on employee motivation
Reaction
Management - performance
Self-contained chunk of instructional material
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.

35. Five approaches to facilitate inclusion
Awareness - modeling - targeted interventions - desensitization - training
Job analysis
Groupthink
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

36. 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
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Data from archival records - existing records - report - and data
Focused on learning and using new necessary skills through incremental change
Experiential learning

37. Examples of collaborative software
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Passive - active - empathetic - listening for knowledge - listening for clarification
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

38. LMS
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
The multiple dependent variables in a study with multiple independent variables
Preparation
Suggestopedia

39. The theory that matches individual needs to instructional experiences
Opportunity-centered
Business needs - performance needs - learning needs - and learner needs
Visual - Auditory - and Kinestethic
Computer-based training. Any learning event that uses computers as the primary distributions method.

40. CBT
Entertainment - interaction - control - usability - and customization
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Information - feedback
Computer-based training. Any learning event that uses computers as the primary distributions method.

41. Steps of managing a change project
To systematically plan an organization's future
Experiential learning
Initiating - planning - executing - controlling - closing
Threat - problem - solution - habit

42. What does context refer to in designing learning
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Howard Gardner
External and environmental influences

43. 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

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44. Four ways to create a learning climate based on Knowles' work
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Asynchronous
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Questions that check for understanding or test for consensus

45. The six founding principles of systems thinking
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
Cross-functional - cross-country/international
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Change Management

46. The difference between an icebreaker and an opening exercise
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Measures looking at opinions - behaviors - and attributes
Phone - VoIP - online meetings - email - specialized software
Harless' front-end analysis model

47. The technique trainers should use when a presentation is formal and should present a professional image
Self-contained chunk of instructional material
Slides
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Hard data

48. Five ways to use storytelling
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Change Management

49. Level 2 evaluation
Learning
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
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

50. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Data from archival records - existing records - report - and data
Job analysis
Enabling objectives
Hard data