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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
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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. List six external factors that may affect an organization
Structure
Low frequency - high complexity - high consequence of error - high probability of change in the future
An unknown or uncontrolled variable that produces an effect
Economic - social - political and legislative - workforce - technological - and competitive.

2. The questioning technique that seeks to develop critical thinking and creativity
Surveys
A variable in whole number or distinct units (opposed to continuous)
Socratic questioning
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

3. Four stages of accelerated learning

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4. The method used to identify the efficiency and effectiveness of employees
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Performance audit
Chat rooms are essentially synchronous (real-time) message boards.
Data - Information - Knowledge

5. The three competency elements that constitute most jobs
Managerial/administrative - supervisory - functional
Convergers - divergers - assimilators - and accommodators
Low frequency - high complexity - high consequence of error - high probability of change in the future
To systematically plan an organization's future

6. Discrete
A variable in whole number or distinct units (opposed to continuous)
Data from archival records - existing records - report - and data
Opportunity-centered
Constraints analysis

7. The four areas measured during a training needs assessment
A description or design specification for how information should be treated and organized.
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
Business needs - performance needs - learning needs - and learner needs
Ginzberg's theory

8. What is the primary reason for 360-degree feedback
To aid in career planning
Organization - process - and job/performer.
Reaction
Review strategies - measure performance - take correction action

9. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
External coaching - internal coaching
Multiple intelligences theory
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

10. CBT
Computer-based training. Any learning event that uses computers as the primary distributions method.
Pareto analysis
Questions that check for understanding or test for consensus
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

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

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12. The six interactive and interdependent components of an action learning program
Managerial/administrative - supervisory - functional
Information - feedback
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Terminal objectives

13. Two circumstances where e-learning is particularly useful
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
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Documentation audit - information system survey - identification of external information sources
Rote skills - and prerequisite material

14. Types of formative evaluation
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Pilot tests - technical reviews - production reviews
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Chat rooms are essentially synchronous (real-time) message boards.

15. The purposes of training evaluation

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16. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
DMAIC methodology - IPO model - flowcharting - evaluation models
Preparation
Objectivity - confidentiality

17. Confidence interval
An effective - structured way that captures people's learning from an experience.
When the cause of the problem is a lack of knowledge or skills
Something that disrupts the flow of information between source and receiver
The expected range of a measurement

18. The analysis that serves as a reality check to identify a project's limiting factors
Constraints analysis
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Learning style
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

19. Training that related to actual job circumstances
Solution Selection
External and environmental influences
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Functional context

20. Steps in Pfeiffer and Jones' experiential learning cycle
External and environmental influences
Experiencing - publishing - processing - generalizing - and applying
Silence
Create a vision - communicate the plan - connect the people - congratulate success

21. A method used to evaluation organizational effectiveness beyond financial measures
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Balanced scorecard
Performance audit
Threat - problem - solution - habit

22. The components of the VAK model
Learning technologies
Maslow's hierarchy
Performance Analysis
Visual - Auditory - and Kinestethic

23. Three criteria for formative evaluation
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Understandable - accurate - functional
Behavorism
Maslow's hierarchy - McGregor's Theory X and Y of management

24. The five elements of learner engagement
Focused on learning and using new necessary skills through incremental change
Walk towards a participant as they speak
Entertainment - interaction - control - usability - and customization
The expected range of a measurement

25. The creator of the theory of three types of learning - knowledge - skills - and attitudes
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Create a vision - communicate the plan - connect the people - congratulate success
Form - storm - norm - perform - and adjourn.
Benjamin Bloom

26. Two characteristics for any coaching program to succeed
Opportunity-centered
Objectivity - confidentiality
Bloom's taxonomy - six sigma - Kepner-Tregoe
Slides

27. Dependent
Skill variety - task identity - task significance - autonomy - feedback
Chat rooms are essentially synchronous (real-time) message boards.
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
The outcome that depends on the independent variable and covariates

28. 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
Navigation
Enabling objectives
Solution Implementation

29. Five ways to use storytelling
Functional context
Measures looking at opinions - behaviors - and attributes
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

30. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Job aids - and EPSS
Job analysis
DMAIC methodology - IPO model - flowcharting - evaluation models
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

31. Median
Numbers or variables used to rank order a system
Speed - quantity - quality/accuracy - thoroughness - timeliness
The mid-point of the distribution - 50% of the values are above/below this value
Raw and non-contextual - and can exist in forms usable or not

32. Level 1 evaluation
In statistics - it means probably true
Reaction
Raw and non-contextual - and can exist in forms usable or not
Technical competence - people skills - conceptual skills - results - taste - judgment - character

33. Level 2 evaluation
Learning
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Driving forces - restraining forces - current state - desired state
Observe body language

34. The theory that matches individual needs to instructional experiences
Opportunity-centered
Cost-effectiveness - accessibility and application - learner access - and self-direction
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Identify organizational values - development mission - develop vision - develop value statements

35. Four basic components of a process
Subject-matter expert
Inputs - outputs - process controls - and resources.
Growth - exploratory - establishment - maintenance - decline
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

36. The use of electronic technologies to deliver information and facilitate the development of skills
A collection of code containing instructions for a computer to perform a specific action
Skill variety - task identity - task significance - autonomy - feedback
Learning technologies
Managerial/administrative - supervisory - functional

37. 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
Design
Results
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Pareto analysis

38. Confounding
Audience - Behavior - Condition - and Degree
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Polling questions
An unknown or uncontrolled variable that produces an effect

39. DMAIC
Convergers - divergers - assimilators - and accommodators
Robert Mager
- measure - analyze - improve - control
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

40. Four characteristics of highly motivated clients
Numbers or variables used to rank order a system
Skill variety - task identity - task significance - autonomy - feedback
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.

41. The method where instruction is provided in a self-directed format that is available at all times - even with a facilitator is not online
A group of people who share a common interest - and are willing to share the experiences of their common interest.
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
Formative evaluation
Asynchronous

42. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Evaluation
Passive - active - empathetic - listening for knowledge - listening for clarification
Understandable - accurate - functional

43. Types of Level 2 instruments
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Theatre style
Written tests - oral Q&A - performance tests - role plays
A variable the influences the dependent variable

44. The final behavioral outcomes of a specific instructional event
Learning style
Terminal objectives
Change Management
Data that has been given context

45. Levels of listening
Review strategies - measure performance - take correction action
Passive - active - empathetic - listening for knowledge - listening for clarification
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
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

46. Community of practice
Low frequency - high complexity - high consequence of error - high probability of change in the future
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Semantic differential
A group of people who share a common interest - and are willing to share the experiences of their common interest.

47. Software that automates the administration of training
Questionnaires - follow-up interviews - observation checklists
Learning Management System (LMS)
Maslow's hierarchy - McGregor's Theory X and Y of management
Slides

48. Cordinal data
Numbers or variables used to rank order a system
Rote skills - and prerequisite material
Walk towards a participant as they speak
Pilot tests - technical reviews - production reviews

49. The three parts of the problem-solving model
Personal space
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
Rote skills
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors

50. Critical Path
Business needs - performance needs - learning needs - and learner needs
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Low frequency - high complexity - high consequence of error - high probability of change in the future
The mid-point of the distribution - 50% of the values are above/below this value

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