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 factors that are defined during the performance gap analysis
Driving forces - restraining forces - current state - desired state
Simulations
An unknown or uncontrolled variable that produces an effect
Brainstorming - case studies - and role plays


2. The four components of a learning objective
Accelerated Learning
Documentation audit - information system survey - identification of external information sources
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Audience - Behavior - Condition - and Degree


3. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Seels and Glasgow instructional systems design model
Create a vision - communicate the plan - connect the people - congratulate success
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Robert Mager


4. The elements of the 4-D cycle
Socratic questioning
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Discovery - Dream - Design - and Destiny
Theatre style


5. Compare/contrast chaos and complexity
Pilot tests - technical reviews - production reviews
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Rote skills
A variable that can have one of two possible values.


6. Five conflict responses
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Reliability
Performance records - direct observation - supervisor checklists
Competing - accommodating - avoiding - collaborating - and compromising.


7. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Inputs - outputs - process controls - and resources.
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Walk towards a participant as they speak
Observe body language


8. The HPI tool that can gather both qualitative and quantitative data
Walk towards a participant as they speak
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Growth - exploratory - establishment - maintenance - decline
Surveys


9. The third component of the ASTD HPI model
Cause Analysis
Reality - feasibility - authority - and learning opportunities
Perform a front-end analysis
Hard data


10. Four personal social styles per Harvey Robbins
Performance records - direct observation - supervisor checklists
Analytical - amiable - drivers - expressive
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Change Management


11. The HPI tool that uses the 80/20 rule
Skill variety - task identity - task significance - autonomy - feedback
Performance audit
Pareto analysis
Discovery - Dream - Design - and Destiny


12. List David Kolk's four learning styles
Measures of quantity or numbers
Convergers - divergers - assimilators - and accommodators
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Computer-based training. Any learning event that uses computers as the primary distributions method.


13. Knowledge
Discovery - Dream - Design - and Destiny
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Information that combined with understanding enables understanding


14. The two criteria for a successful training program that must be accounted for by the WLP professional
Likert scale
Current organization climate - available resources
Behavior
Personal space


15. Three advantages of interviews as a data gathering technique
Hypothetical
Accelerated Learning
Scaling and integrity
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods


16. The tasks involved in the formulation phase of strategic development
Rehersal
The sum of the numbers divided by the total number of values
Identify organizational values - development mission - develop vision - develop value statements
Review strategies - measure performance - take correction action


17. The components of the VAK model
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Visual - Auditory - and Kinestethic
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Review strategies - measure performance - take correction action


18. The way a person prefers to learn new content
Competing - accommodating - avoiding - collaborating - and compromising.
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Learning style
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies


19. 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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20. The five elements of learner engagement
Learning technologies
Observe body language
Entertainment - interaction - control - usability - and customization
Written tests - oral Q&A - performance tests - role plays


21. Describe noise - in communication theory
Meta-evaluation
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Something that disrupts the flow of information between source and receiver
Theatre style


22. Change management
Brainstorming - case studies - and role plays
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Structures - patterns - events
Reaction


23. The three levels of problems in systems thinking
Ginzberg's theory
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Identify organizational values - development mission - develop vision - develop value statements
Structures - patterns - events


24. Double-loop learning
Business needs - performance needs - learning needs - and learner needs
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Focused on fundamental changes to thinking patterns and behaviors
Data that has been given context


25. The process that measures if the practitioner measured what they intended to measure
Validity
Harless' front-end analysis model
Awareness - modeling - targeted interventions - desensitization - training
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


26. The two management practices similar to complexity theory
Knowledge - skills - desire - environment - and opportunity
Management - performance
Design
Learning organizations - systems thinking


27. Two types of job rotations
Focused on fundamental changes to thinking patterns and behaviors
The selection of measurement points which can have a large impact on the research's ability to be generalized
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Cross-functional - cross-country/international


28. The methods learning organizations use to create and foster productive learning
Rote skills - and prerequisite material
Control groups - management estimates - extant data - external studies
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Culture - vision - strategy - and structure


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

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30. The four quadrants in W.E. (Ned) Herrmann's learning brain model
Current organization climate - available resources
Business needs - performance needs - learning needs - and learner needs
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Characteristics of adults as learners (CAL) conceptual framework


31. Types of formative evaluation
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Visual - Auditory - and Kinestethic
Pilot tests - technical reviews - production reviews


32. Five stages of Tuckman's team-maturing model
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Dictatorship - anarchy - democracy
Form - storm - norm - perform - and adjourn.
Robert Mager


33. Open questions
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Questions that stimulate discussion
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement


34. The tasks involved in the evaluation phase of strategic development
Review strategies - measure performance - take correction action
Social contexting - contexting - authority - and concept of time
Low frequency - high complexity - high consequence of error - high probability of change in the future
Job analysis


35. A method used to evaluation organizational effectiveness beyond financial measures
Asynchronous
The sum of the numbers divided by the total number of values
Balanced scorecard
The outcome that depends on the independent variable and covariates


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

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37. Continuous
Hard data
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Validity
Rote skills - and prerequisite material


38. Four characteristics of effective openers

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39. The method used to identify the efficiency and effectiveness of employees
Performance audit
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Formative evaluation
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.


40. The framework developed by Patricia Cross to describe some differences between adult and child learners
External coaching - internal coaching
The extent to which an instrument predicts future results
Characteristics of adults as learners (CAL) conceptual framework
Form - storm - norm - perform - and adjourn.


41. Process Map
A variable in whole number or distinct units (opposed to continuous)
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Hypothetical


42. Extant
Groupthink
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Structure
Data from archival records - existing records - report - and data


43. The diagnostic model that identifies the performance problem cause - based on cause driving solution

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44. Predictive validity
Learning organizations - systems thinking
The extent to which an instrument predicts future results
Focused on learning and using new necessary skills through incremental change
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.


45. Types of Level 3 instruments
Entertainment - interaction - control - usability - and customization
Social contexting - contexting - authority - and concept of time
Action plans - interviews - questionnaires - focus groups - performance contracts
The world is created in conversation


46. Median
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
The mid-point of the distribution - 50% of the values are above/below this value
Entertainment - interaction - control - usability - and customization
Managerial/administrative - supervisory - functional


47. Things a forcefield analysis ensures
Maslow's hierarchy
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
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
Measures looking at opinions - behaviors - and attributes


48. The process where each member of a group makes their opinions conform to the perceived group consensus
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Job analysis
Kurt Lewin's forcefield analysis
Groupthink


49. The seven steps in Krumboltz's DECIDES model
Performance records - direct observation - supervisor checklists
The mid-point of the distribution - 50% of the values are above/below this value
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Ishikawa - fishbone


50. The second component of the ASTD HPI model
Analytical - amiable - drivers - expressive
Performance Analysis
Objectivity - confidentiality
Business needs - performance needs - learning needs - and learner needs