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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 facilitation tool that can create just enough tension to get people thinking
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
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Silence
Awareness - modeling - targeted interventions - desensitization - training

2. Three disadvantages of focus groups
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Suggestopedia
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

3. Four tasks typically done in the job analysis
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data

4. Independent
A variable the influences the dependent variable
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Low frequency - high complexity - high consequence of error - high probability of change in the future
The extent to which an instrument predicts future results

5. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Navigation
Enabling objectives
In statistics - it means probably true

6. The steps of a needs analysis
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Identify organizational values - development mission - develop vision - develop value statements

7. The four parts of the International Federation's (ICF) ethical standards
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Ishikawa - fishbone
Hypothetical
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.

8. Examples of internal factors that influence an organization
Knowledge - skills
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Information - feedback
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies

9. The theory that matches individual needs to instructional experiences
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Opportunity-centered
Scaling and integrity
Theatre style

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

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11. The HPI tool used to collect current performance - learner analysis - and business needs
Cross-functional - cross-country/international
Disengagement - disidentification - disorientation - and disenchantment.
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Interviews

12. Open questions
Questions that stimulate discussion
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

13. Three drawbacks of classroom training
The expected range of a measurement
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
External and environmental influences
Silence

14. Three conditions that warrant multi-rater feedback
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
The world is created in conversation
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

15. Three tools for determining learner preferences
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Multiple intelligences theory
Reaction
Business Analysis

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

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17. The three major tasks of analyzing data
Sorting - tabulating - and comparing raw to summarized data
Cost-effectiveness - accessibility and application - learner access - and self-direction
External and environmental influences
A description or design specification for how information should be treated and organized.

18. Two theories of motivation for coaching

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19. The characteristics of a complex system
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
Presentation software
Navigation

20. Three examples of active training techniques
Brainstorming - case studies - and role plays
Ishikawa - fishbone
Asynchronous
Charts - graphs

21. Level 2 evaluation
The most frequently occurring value
Learning
Surveys
Speed - quantity - quality/accuracy - thoroughness - timeliness

22. Mean
Multiple intelligences theory
The sum of the numbers divided by the total number of values
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Perform a front-end analysis

23. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Preparation
The outcome that depends on the independent variable and covariates
The most frequently occurring value
Driving forces - restraining forces - current state - desired state

24. Level 1 evaluation
Reaction
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Understandable - accurate - functional
In statistics - it means probably true

25. The factors that are defined during the performance gap analysis
Polling questions
Driving forces - restraining forces - current state - desired state
Experiencing - publishing - processing - generalizing - and applying
Phone - VoIP - online meetings - email - specialized software

26. The three tasks of business analysis
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Presentation software
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
Slides

27. Four characteristics of highly motivated clients
Howard Gardner
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Job aids - and EPSS

28. The three levels of problems in systems thinking
Monetary impact/ROI
Structures - patterns - events
Chat rooms are essentially synchronous (real-time) message boards.
To improve performance by systematically developing human expertise through organizational development and training

29. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Solution Selection
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Accelerated Learning
Evaluation

30. Two types of personality inventory instruments
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Opportunity-centered
Two-aix matrixes - flowcharts - dichotomy - graphic models
Semantic differential

31. The six major factors that influence performance in Gilbert's behavior engineering model
Results
A description or design specification for how information should be treated and organized.
Electronic performance support system (EPSS)
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.

32. A computer application that is linked directly to another application to train or guide workers through a task
Data - Information - Knowledge
Electronic performance support system (EPSS)
Reliability
Psychomotor skills

33. Information Chunking
Questions that check for understanding or test for consensus
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Numbers or variables used to rank order a system
Seels and Glasgow instructional systems design model

34. The four areas measured during a training needs assessment
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Awareness - modeling - targeted interventions - desensitization - training
Interviews
Business needs - performance needs - learning needs - and learner needs

35. The method a trainer can use to encourage a participant to continue speaking
The extent to which an instrument represents the program's content
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Simulations
Walk towards a participant as they speak

36. Three tasks for knowledge mapping
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Howard Gardner
Documentation audit - information system survey - identification of external information sources
Brainstorming - case studies - and role plays

37. The processes performance management is primarily concerned with
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.
The mid-point of the distribution - 50% of the values are above/below this value
Ginzberg's theory
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

38. Two characteristics of distance learning
Feedback
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
To aid in career planning
Interviews

39. LMS
Validity
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Simulations
Structure

40. The six interactive and interdependent components of an action learning program
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
An unknown or uncontrolled variable that produces an effect
Threat - problem - solution - habit

41. Change management
Howard Gardner
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Self-contained chunk of instructional material

42. the meaning of significant - in a statistical context
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
Current organization climate - available resources
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
In statistics - it means probably true

43. When a WLP professional - prior to a learning session - plans seating arrangement - arranges refreshments - determines goals and expectations for the class - what are they attempting to affect
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
External and environmental influences
Constraints analysis

44. The way of learning that stresses experience and reflection - and uses an inductive learning process that takes a learner through five stages: experiencing - publishing - processing - generalizing - and applying
The world is created in conversation
Perform a front-end analysis
Experiential learning
Sorting - tabulating - and comparing raw to summarized data

45. Contrast mentoring to coaching
Control groups - management estimates - extant data - external studies
Howard Gardner
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Focused on learning and using new necessary skills through incremental change

46. Confounding
Walk towards a participant as they speak
An unknown or uncontrolled variable that produces an effect
Charts - graphs
Current organization climate - available resources

47. The four Cs of change
Presentation software
Create a vision - communicate the plan - connect the people - congratulate success
Entertainment - interaction - control - usability - and customization
An effective - structured way that captures people's learning from an experience.

48. The components of the action learning formula
Audience - behavior - condition - and degree
An unknown or uncontrolled variable that produces an effect
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
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.

49. The six factors an instructional designer must consider before choosing techniques and training materials
Job aids - and EPSS
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Results
Cross-functional - cross-country/international

50. Mode
Form - storm - norm - perform - and adjourn.
External coaching - internal coaching
The most frequently occurring value
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