Test your basic knowledge |

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. Three tools for determining learner preferences
Theatre style
Feedback
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire

2. Describe a chat room
Initiating - planning - executing - controlling - closing
Job analysis
Data from archival records - existing records - report - and data
Chat rooms are essentially synchronous (real-time) message boards.

3. Continuous
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Interview - survey/questionnaire - observation - focus group - work diary/work log
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Business needs - performance needs - learning needs - and learner needs

4. Types of Level 1 instruments
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Questionnaires - follow-up interviews - observation checklists
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression

5. Three conditions that warrant multi-rater feedback
The sum of the numbers divided by the total number of values
Hypothetical
Inputs - outputs - process controls - and resources.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

6. The process that measures if the practitioner measured what they intended to measure
An HTML tag identifying the context of the contents on a website or knowledge base.
Validity
A measure of the variability of scores from the mean
Objectivity - confidentiality

7. Two characteristics for any coaching program to succeed
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Convergers - divergers - assimilators - and accommodators
Objectivity - confidentiality
Accelerated Learning

8. Four cases when a trainer should not use a chart pack
An effective - structured way that captures people's learning from an experience.
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.
Pilot tests - technical reviews - production reviews
A collection of code containing instructions for a computer to perform a specific action

9. The purposes of training evaluation

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183

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

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183

11. The criteria for determining if a project is appropriate for action learning
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Reality - feasibility - authority - and learning opportunities
Enabling objectives
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

12. The facilitation tool that can create just enough tension to get people thinking
Seels and Glasgow instructional systems design model
Monetary impact/ROI
Silence
The expected range of a measurement

13. The two primary tools for the visual display of quantitative data
A description or design specification for how information should be treated and organized.
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
Charts - graphs
Return-on-investment ( (Benefits - Costs) / Costs) * 100

14. The technique trainers should use when they want to use the revelation technique
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Presentation software
Sorting - tabulating - and comparing raw to summarized data

15. What does proxemics refer to?
Personal space
Perform a front-end analysis
Maslow's hierarchy
Visual - Auditory - and Kinestethic

16. The HPI tool that uses the 80/20 rule
Control groups - management estimates - extant data - external studies
To aid in career planning
Pareto analysis
Knowledge - skills - desire - environment - and opportunity

17. The phases of strategic development
Formulation - Development - Implementation - Evaluation
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Two-aix matrixes - flowcharts - dichotomy - graphic models
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

18. Four tasks typically done in the job analysis
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Formulation - Development - Implementation - Evaluation

19. Four steps to prepare for training delivery
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Structure
The sum of the numbers divided by the total number of values
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

20. The two mechanisms the chaos and complexity theory focus on
Information - feedback
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Driving forces - restraining forces - current state - desired state

21. Examples of courseware
The outcome that depends on the independent variable and covariates
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Electronic performance support system (EPSS)
Visual - Auditory - and Kinestethic

22. Tacit knowledge

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183

23. Three learner preferences as defined by the VAK model
Pedagogy
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Visual - Auditory - and Kinestethic

24. Four activites to consider when closing a presentation
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Business needs - performance needs - learning needs - and learner needs

25. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Data that has been given context
Data - Information - Knowledge
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
Design

26. What does context refer to in designing learning
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Psychomotor skills
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Enabling objectives

27. The process where each member of a group makes their opinions conform to the perceived group consensus
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Groupthink
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites

28. Factors that determine fair use
Culture - vision - strategy - and structure
Threat - problem - solution - habit
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
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

29. Change management
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Written tests - oral Q&A - performance tests - role plays

30. The five principles of andragogy
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Documentation audit - information system survey - identification of external information sources
Terminal objectives
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

31. The difference between an icebreaker and an opening exercise
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Knowledge - skills - desire - environment - and opportunity
Numbers or variables used to rank order a system

32. Contrast synchronous to asynchronous e-learning
Asynchronous
Learning Management System (LMS)
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
A collection of code containing instructions for a computer to perform a specific action

33. Skills / knowledge areas that SMEs may lack
Adult learning theories - instructional design techniques
Social contexting - contexting - authority - and concept of time
Economic - social - political and legislative - workforce - technological - and competitive.
Knowledge - skills

34. RFP
Monetary impact/ROI
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Maslow's hierarchy
In statistics - it means probably true

35. A computer application that is linked directly to another application to train or guide workers through a task
Electronic performance support system (EPSS)
Job analysis
To aid in career planning
Ginzberg's theory

36. Two theories of motivation for coaching

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183

37. The processes performance management is primarily concerned with
Benjamin Bloom
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Job analysis
Self-contained chunk of instructional material

38. Three examples of active training techniques
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Brainstorming - case studies - and role plays
Likert scale

39. Five stages of Tuckman's team-maturing model
Form - storm - norm - perform - and adjourn.
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
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

40. The three levels of problems in systems thinking
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Numbers or variables used to classify a system
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Structures - patterns - events

41. The tasks involved in the development phase of strategic development
A variable in whole number or distinct units (opposed to continuous)
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

42. scripting
Language - speech - environmental - and psychological
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
A collection of code containing instructions for a computer to perform a specific action
Experiential learning

43. Three basic management styles
Reality - feasibility - authority - and learning opportunities
Initiating - planning - executing - controlling - closing
Management - performance
Dictatorship - anarchy - democracy

44. Three advantages of interviews as a data gathering technique
Low frequency - high complexity - high consequence of error - high probability of change in the future
Learning style
Behavior
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

45. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Cause Analysis
Hypothetical
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

46. Three disadvantages of focus groups
Semantic differential
Competing - accommodating - avoiding - collaborating - and compromising.
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Observe body language

47. Information
A variable in whole number or distinct units (opposed to continuous)
Monetary impact/ROI
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Data that has been given context

48. Open questions
Form - storm - norm - perform - and adjourn.
Questions that stimulate discussion
Results
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

49. Types of synthesis models
Cause Analysis
Two-aix matrixes - flowcharts - dichotomy - graphic models
Solution Selection
Solution Implementation

50. The six interactive and interdependent components of an action learning program
Suggestopedia
Cognitive
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Identify business goals - clarify those goals - determine specificity and measurability of the goals.