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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. Triple-loop learning
Questions that check for understanding or test for consensus
Initiating - planning - executing - controlling - closing
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

2. The method a trainer can use to encourage a participant to continue speaking
Observe body language
Walk towards a participant as they speak
Cognitive
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

3. The five elements of learner engagement
Entertainment - interaction - control - usability - and customization
Reality - feasibility - authority - and learning opportunities
Create a vision - communicate the plan - connect the people - congratulate success
The world is created in conversation

4. Information Architecture
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Technical competence - people skills - conceptual skills - results - taste - judgment - character
A description or design specification for how information should be treated and organized.
Harless' front-end analysis model

5. Explicit knowledge
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
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
Formulation - Development - Implementation - Evaluation

6. The seating arrangement is the least conducive to stimulating group discussion
Feedback
Polling questions
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Theatre style

7. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.
Structures - patterns - events
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

8. 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

9. Continuous
Audience - behavior - condition - and degree
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Business needs - performance needs - learning needs - and learner needs

10. Examples of internal factors that influence an organization
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Performance audit
Knowledge - skills
- measure - analyze - improve - control

11. The four quadrants in W.E. (Ned) Herrmann's learning brain model
External and environmental influences
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Facilitation is used to involve participants - and to help them learn from one another.

12. The final behavioral outcomes of a specific instructional event
Social contexting - contexting - authority - and concept of time
Terminal objectives
Rapid instructional design (RID)
Job aids - and EPSS

13. Double-loop learning
Structures - patterns - events
Facilitation is used to involve participants - and to help them learn from one another.
Focused on fundamental changes to thinking patterns and behaviors
Validity

14. Systems thinking
Observe body language
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
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Adult learning theories - instructional design techniques

15. The four parts of the International Federation's (ICF) ethical standards
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Technical competence - people skills - conceptual skills - results - taste - judgment - character

16. The type of results produced by quantative methods
Business needs - performance needs - learning needs - and learner needs
Hard data
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

17. The seventh component of the ASTD HPI model
Information - feedback
Proxemics
Change Management
Seels and Glasgow instructional systems design model

18. The fifth component of the ASTD HPI model
Socratic questioning
Solution Implementation
Psychomotor skills
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

19. BE
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Social contexting - contexting - authority - and concept of time
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Groupthink

20. Four characteristics of effective openers

21. The seven steps in Krumboltz's DECIDES model
Performance records - direct observation - supervisor checklists
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Evaluation

22. Predictive validity
The extent to which an instrument predicts future results
Asynchronous
Language - speech - environmental - and psychological
Cognitive

23. Skills / knowledge areas that SMEs may lack
Rote skills - and prerequisite material
Control groups - management estimates - extant data - external studies
Adult learning theories - instructional design techniques
A group of people who share a common interest - and are willing to share the experiences of their common interest.

24. The three building blocks of knowledge management
Cause Analysis
Low frequency - high complexity - high consequence of error - high probability of change in the future
Data - Information - Knowledge
Audience - behavior - condition - and degree

25. The four Cs of change
Create a vision - communicate the plan - connect the people - congratulate success
Audience - behavior - condition - and degree
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
Measures of quantity or numbers

26. The three tasks of business analysis
Language - speech - environmental - and psychological
The extent to which an instrument predicts future results
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Technical competence - people skills - conceptual skills - results - taste - judgment - character

27. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Robert Mager
To aid in career planning

28. Two theories of motivation for coaching

29. LMS
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Kurt Lewin's forcefield analysis
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Learning organizations - systems thinking

30. The characteristics of a complex system
Cognitive
Charts - graphs
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
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

31. Two types of personality inventory instruments
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Review strategies - measure performance - take correction action
A measure of the variability of scores from the mean

32. The third component of the ASTD HPI model
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Central tendency
Cause Analysis

33. Examples of courseware
Opener - bridge - main body - and close
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Audience - behavior - condition - and degree

34. Data
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Raw and non-contextual - and can exist in forms usable or not
DMAIC methodology - IPO model - flowcharting - evaluation models
Groupthink

35. Three drawbacks of classroom training
Proxemics
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Create a vision - communicate the plan - connect the people - congratulate success
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

36. 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
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Presentation software
Observe body language

37. When is training the appropriate solution to a performance problem
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
When the cause of the problem is a lack of knowledge or skills
Thinking about the whole organization - rather than individuals - and looking primarily at processes

38. Two examples of performance support systems
Business Analysis
Job aids - and EPSS
Meta-evaluation
To improve performance by systematically developing human expertise through organizational development and training

39. Open questions
Questions that stimulate discussion
Enabling objectives
Measures looking at opinions - behaviors - and attributes
Dictatorship - anarchy - democracy

40. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
External coaching - internal coaching
Electronic performance support system (EPSS)
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Identify organizational values - development mission - develop vision - develop value statements

41. LCMS
Rapid instructional design (RID)
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
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

42. The purposes of training evaluation

43. Three examples of active training techniques
Balanced scorecard
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Brainstorming - case studies - and role plays

44. Five job analysis methods
Interview - survey/questionnaire - observation - focus group - work diary/work log
Focused on learning and using new necessary skills through incremental change
Information - feedback
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

45. Four tasks typically done in the job analysis
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Solution Selection

46. PERT
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.
Surveys
Measures of quantity or numbers
To aid in career planning

47. Mode
Reaction
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
The most frequently occurring value
Visual - Auditory - and Kinestethic

48. The HPI tool that uses the 80/20 rule
Facilitation is used to involve participants - and to help them learn from one another.
Economic - social - political and legislative - workforce - technological - and competitive.
Low frequency - high complexity - high consequence of error - high probability of change in the future
Pareto analysis

49. Four benefits of web-based training
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Cost-effectiveness - accessibility and application - learner access - and self-direction

50. Three learner preferences as defined by the VAK model
Form - storm - norm - perform - and adjourn.
Structures - patterns - events
Visual - Auditory - and Kinestethic
Performance records - direct observation - supervisor checklists