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. Sampling

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2. The characteristics of a complex system
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
Cause Analysis
Sequence
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

3. The measure that is defined by mean - median - and mode
Central tendency
Dictatorship - anarchy - democracy
The outcome that depends on the independent variable and covariates
Harless' front-end analysis model

4. Mentoring
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Meta-evaluation
Rote skills
A variable that can have one of two possible values.

5. The factors that are defined during the performance gap analysis
Driving forces - restraining forces - current state - desired state
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Competing - accommodating - avoiding - collaborating - and compromising.
Data from archival records - existing records - report - and data

6. Things a forcefield analysis ensures
Robert Mager
Maslow's hierarchy
Learner-centered - content-centered
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need

7. Level 4 evaluation
Focused on fundamental changes to thinking patterns and behaviors
Self-contained chunk of instructional material
Behavior
The selection of measurement points which can have a large impact on the research's ability to be generalized

8. Four activites to consider when closing a presentation
Job aids - and EPSS
Language - speech - environmental - and psychological
Inputs - outputs - process controls - and resources.
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.

9. Three tasks for knowledge mapping
Focused on learning and using new necessary skills through incremental change
Meta-evaluation
Charts - graphs
Documentation audit - information system survey - identification of external information sources

10. The difference between an icebreaker and an opening exercise
Central tendency
Maslow's hierarchy
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

11. Sequencing and structure are closely related. What refers to the relationship among skills and topics
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Structure
DMAIC methodology - IPO model - flowcharting - evaluation models
The extent to which an instrument represents the program's content

12. Three basic management styles
Dictatorship - anarchy - democracy
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Rote skills
Speed - quantity - quality/accuracy - thoroughness - timeliness

13. Information Architecture
Results
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
A description or design specification for how information should be treated and organized.

14. What is an SME
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Brainstorming - case studies - and role plays
Psychomotor skills
Subject-matter expert

15. Three learner preferences as defined by the VAK model
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
A measure of the variability of scores from the mean
Performance audit
Visual - Auditory - and Kinestethic

16. Five conflict responses
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Multiple intelligences theory
Competing - accommodating - avoiding - collaborating - and compromising.
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics

17. The framework developed by Patricia Cross to describe some differences between adult and child learners
Convergers - divergers - assimilators - and accommodators
Formative evaluation
Characteristics of adults as learners (CAL) conceptual framework
A measure of the variability of scores from the mean

18. succession planning
- measure - analyze - improve - control
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Structure

19. Four steps to prepare for training delivery
Cognitivism
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Hard data
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

20. The four characteristics of online communication
To systematically plan an organization's future
Rote skills
Image oriented - interactive - immediate - and intimate.
Threat - problem - solution - habit

21. Five approaches to facilitate inclusion
To improve performance by systematically developing human expertise through organizational development and training
- measure - analyze - improve - control
Functional context
Awareness - modeling - targeted interventions - desensitization - training

22. LCMS
Asynchronous
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
To improve performance by systematically developing human expertise through organizational development and training
Data from archival records - existing records - report - and data

23. Three advantages of interviews as a data gathering technique
Competing - accommodating - avoiding - collaborating - and compromising.
Facilitation is used to involve participants - and to help them learn from one another.
To aid in career planning
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

24. Types of formative evaluation
Skill variety - task identity - task significance - autonomy - feedback
Pilot tests - technical reviews - production reviews
Groupthink
Sequence

25. Five technologies that can be used to connect clients to coaches
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Phone - VoIP - online meetings - email - specialized software
Scaling and integrity

26. The six major factors that influence performance in Gilbert's behavior engineering model
Enabling objectives
The extent to which an instrument predicts future results
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
An HTML tag identifying the context of the contents on a website or knowledge base.

27. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Preparation
When the cause of the problem is a lack of knowledge or skills
Semantic differential
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

28. The three building blocks of knowledge management
Psychomotor skills
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Data - Information - Knowledge
The selection of measurement points which can have a large impact on the research's ability to be generalized

29. Describe how facilitation differs from training
Perform a front-end analysis
Culture - vision - strategy - and structure
A measure of the variability of scores from the mean
Facilitation is used to involve participants - and to help them learn from one another.

30. The topics of the A-B-C-D training development process
Audience - behavior - condition - and degree
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
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Opener - bridge - main body - and close

31. The method used to identify the efficiency and effectiveness of employees
Communication - client motivation - self-management - technical skills
Documentation audit - information system survey - identification of external information sources
Performance audit
Electronic performance support system (EPSS)

32. The seven attributes essential for leadership per Warren Bennis
Theatre style
Social contexting - contexting - authority - and concept of time
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Presentation software

33. Contrast mentoring to coaching
Brainstorming - case studies - and role plays
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
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

34. Sequencing and structure are closely related. What is the order in which skills and information are taught
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
Economic - social - political and legislative - workforce - technological - and competitive.
Sequence
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need

35. The technique trainers should use when they want to use the revelation technique
Presentation software
Monetary impact/ROI
Surveys
Formulation - Development - Implementation - Evaluation

36. The creator of the theory of three types of learning - knowledge - skills - and attitudes
Maslow's hierarchy - McGregor's Theory X and Y of management
Benjamin Bloom
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Threat - problem - solution - habit

37. Four stages of transition through M&As
An effective - structured way that captures people's learning from an experience.
Disengagement - disidentification - disorientation - and disenchantment.
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception

38. Knowledge management
Cause Analysis
Passive - active - empathetic - listening for knowledge - listening for clarification
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
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

39. The five factors that affect human performance
Likert scale
Questions that check for understanding or test for consensus
Knowledge - skills - desire - environment - and opportunity
Maslow's hierarchy - McGregor's Theory X and Y of management

40. Types of Level 1 instruments
Disengagement - disidentification - disorientation - and disenchantment.
Questionnaires - follow-up interviews - observation checklists
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
An unknown or uncontrolled variable that produces an effect

41. The type of results produced by quantative methods
Formulation - Development - Implementation - Evaluation
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Data from archival records - existing records - report - and data
Hard data

42. Three examples of active training techniques
Brainstorming - case studies - and role plays
Data - Information - Knowledge
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Observe body language

43. The seating arrangement is the least conducive to stimulating group discussion
Theatre style
Ishikawa - fishbone
Rapid instructional design (RID)
Hard data

44. Level 1 evaluation
Preparation
Reaction
Management - performance
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

45. The sixth component of the ASTD HPI model
Evaluation
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Written tests - oral Q&A - performance tests - role plays
Navigation

46. Three process principles of strategic management development that are likely to remain constant across organizations
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
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
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
The selection of measurement points which can have a large impact on the research's ability to be generalized

47. The method a trainer can use to encourage a participant to continue speaking
Rote skills - and prerequisite material
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Walk towards a participant as they speak
Experiencing - publishing - processing - generalizing - and applying

48. Three conditions that warrant multi-rater feedback
Rote skills
Growth - exploratory - establishment - maintenance - decline
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Change is a process not an event. Change management is the process of directing change at each level of an organization.

49. Two circumstances where e-learning is particularly useful
Scaling and integrity
Phone - VoIP - online meetings - email - specialized software
Documentation audit - information system survey - identification of external information sources
Rote skills - and prerequisite material

50. The tasks involved in the implementation phase of strategic development
Data - Information - Knowledge
A variable that can have one of two possible values.
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability