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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 way a person prefers to learn new content
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Learning style
Walk towards a participant as they speak
An unknown or uncontrolled variable that produces an effect

2. the meaning of significant - in a statistical context
In statistics - it means probably true
Functional context
Objectivity - confidentiality
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.

3. The seven basic self-governing behaviors
Rote skills - and prerequisite material
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Social contexting - contexting - authority - and concept of time
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability

4. An assessment done during formation
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Formative evaluation
Observe body language
Cost-effectiveness - accessibility and application - learner access - and self-direction

5. EPSS
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

6. Explicit knowledge
A description or design specification for how information should be treated and organized.
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
The multiple dependent variables in a study with multiple independent variables

7. The two criteria that learners must demonstrate before leaving performance-based training (PBT)
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Knowledge - skills
Opener - bridge - main body - and close
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

8. List six external factors that may affect an organization
Reality - feasibility - authority - and learning opportunities
Economic - social - political and legislative - workforce - technological - and competitive.
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

9. Nominal data
Split-half
Action plans - interviews - questionnaires - focus groups - performance contracts
Numbers or variables used to classify a system
Socratic questioning

10. The three parts of the problem-solving model
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
To improve performance by systematically developing human expertise through organizational development and training
Initiating - planning - executing - controlling - closing
An HTML tag identifying the context of the contents on a website or knowledge base.

11. Three drawbacks of classroom training
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Pedagogy
Audience - Behavior - Condition - and Degree
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

12. Describe how facilitation differs from training
Facilitation is used to involve participants - and to help them learn from one another.
Documentation audit - information system survey - identification of external information sources
Management - performance
Skill variety - task identity - task significance - autonomy - feedback

13. A computer application that is linked directly to another application to train or guide workers through a task
Hypothetical
Electronic performance support system (EPSS)
Polling questions
Meta-evaluation

14. Level 2 evaluation
Learning
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.

15. When a WLP professional is preparing instructional objectives - an evaluation plan - and a sequence of content - which step in the ADDIE model is being performed
Multiple intelligences theory
Design
Electronic performance support system (EPSS)
Opportunity-centered

16. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Navigation
Growth - exploratory - establishment - maintenance - decline
Maslow's hierarchy - McGregor's Theory X and Y of management
Split-half

17. The HPI tool that uses the 80/20 rule
Pareto analysis
Entertainment - interaction - control - usability - and customization
Low frequency - high complexity - high consequence of error - high probability of change in the future
Learning technologies

18. The technique trainers should use when a presentation is formal and should present a professional image
Slides
Walk towards a participant as they speak
An HTML tag identifying the context of the contents on a website or knowledge base.
Managerial/administrative - supervisory - functional

19. Three process principles of strategic management development that are likely to remain constant across organizations
The selection of measurement points which can have a large impact on the research's ability to be generalized
Rote skills - and prerequisite material
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Disengagement - disidentification - disorientation - and disenchantment.

20. Four activites to consider when closing a presentation
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Terminal objectives
Likert scale

21. Five job analysis methods
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Change Management
Interview - survey/questionnaire - observation - focus group - work diary/work log
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

22. The three levels of problems in systems thinking
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Structures - patterns - events
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

23. Triple-loop learning
The world is created in conversation
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Job aids - and EPSS
The outcome that depends on the independent variable and covariates

24. Two types of job rotations
Cross-functional - cross-country/international
Phone - VoIP - online meetings - email - specialized software
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Reliability

25. Five stages of Tuckman's team-maturing model
Learning style
Passive - active - empathetic - listening for knowledge - listening for clarification
Form - storm - norm - perform - and adjourn.
The mid-point of the distribution - 50% of the values are above/below this value

26. The theory that matches individual needs to instructional experiences
Opener - bridge - main body - and close
Social contexting - contexting - authority - and concept of time
Opportunity-centered
Communication - client motivation - self-management - technical skills

27. Four basic components of a process
A variable that can have one of two possible values.
Suggestopedia
Inputs - outputs - process controls - and resources.
Objectivity - confidentiality

28. DMAIC
Balanced scorecard
- measure - analyze - improve - control
The multiple dependent variables in a study with multiple independent variables
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

29. The three tasks of business analysis
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Brainstorming - case studies - and role plays
Language - speech - environmental - and psychological
Action plans - interviews - questionnaires - focus groups - performance contracts

30. The five factors that affect human performance
Knowledge - skills - desire - environment - and opportunity
Interviews
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Validity

31. Five approaches to facilitate inclusion
Information - feedback
Awareness - modeling - targeted interventions - desensitization - training
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Analytical - amiable - drivers - expressive

32. Four tools and techniques related to six sigma
DMAIC methodology - IPO model - flowcharting - evaluation models
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Form - storm - norm - perform - and adjourn.

33. Information Chunking
Two-aix matrixes - flowcharts - dichotomy - graphic models
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
An effective - structured way that captures people's learning from an experience.
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

34. Five conflict responses
Competing - accommodating - avoiding - collaborating - and compromising.
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Design
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

35. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
Terminal objectives
Visual - Auditory - and Kinestethic
External coaching - internal coaching
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.

36. The components of the VAK model
Scaling and integrity
The expected range of a measurement
Visual - Auditory - and Kinestethic
Technical competence - people skills - conceptual skills - results - taste - judgment - character

37. Data
When the cause of the problem is a lack of knowledge or skills
The extent to which an instrument represents the program's content
Raw and non-contextual - and can exist in forms usable or not
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

38. Karl Albrecht's progressive psychological phases of change response
Computer-based training. Any learning event that uses computers as the primary distributions method.
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Threat - problem - solution - habit
Inputs - outputs - process controls - and resources.

39. Two types of personality inventory instruments
The extent to which an instrument predicts future results
Raw and non-contextual - and can exist in forms usable or not
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

40. The processes performance management is primarily concerned with
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Learning organizations - systems thinking
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

41. The second component of the ASTD HPI model
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
Simulations
Performance Analysis
Structures - patterns - events

42. Information Architecture
A description or design specification for how information should be treated and organized.
Speed - quantity - quality/accuracy - thoroughness - timeliness
Chat rooms are essentially synchronous (real-time) message boards.
Action plans - interviews - questionnaires - focus groups - performance contracts

43. Four tasks typically done in the job analysis
The world is created in conversation
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Convergers - divergers - assimilators - and accommodators

44. The three fundamental principles of HPI
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Reaction
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Passive - active - empathetic - listening for knowledge - listening for clarification

45. Continuous
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Disengagement - disidentification - disorientation - and disenchantment.

46. Four cases when a trainer should not use a chart pack
Initiating - planning - executing - controlling - closing
Presentation software
Analytical - amiable - drivers - expressive
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.

47. The kinds of objectives that support the final behavioral outcomes by breaking them down into more manageable chunks
Enabling objectives
Solution Selection
Formulation - Development - Implementation - Evaluation
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

48. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
Pedagogy
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Growth - exploratory - establishment - maintenance - decline
Culture - vision - strategy - and structure

49. Who is credited with the idea that learning objectives should contain a condition statement - a performance statement - and a criterion statement
Formulation - Development - Implementation - Evaluation
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Robert Mager
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.

50. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
Polling questions
The multiple dependent variables in a study with multiple independent variables
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection