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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. Compare/contrast chaos and complexity
Learning
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Learning Management System (LMS)

2. The first component of the ASTD HPI model
Opportunity-centered
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Business Analysis
Rapid instructional design (RID)

3. The framework developed by Patricia Cross to describe some differences between adult and child learners
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Characteristics of adults as learners (CAL) conceptual framework
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

4. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Opportunity-centered
Action plans - interviews - questionnaires - focus groups - performance contracts
Multiple intelligences theory
Behavorism

5. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
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
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Pedagogy
External and environmental influences

6. The technique that should account for 50% of the preparation for a presentation
Reaction
Rehersal
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Numbers or variables used to rank order a system

7. The five principles of andragogy
Action plans - interviews - questionnaires - focus groups - performance contracts
Characteristics of adults as learners (CAL) conceptual framework
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
- measure - analyze - improve - control

8. The instrument where participants rate two contrasting ideas or words by circling points on a line
Semantic differential
Formulation - Development - Implementation - Evaluation
Questionnaires - follow-up interviews - observation checklists
Adult learning theories - instructional design techniques

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

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10. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Numbers or variables used to classify a system
Structure
Groupthink

11. Dichotomous
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
A variable that can have one of two possible values.
Rapid instructional design (RID)
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.

12. Double-loop learning
Monetary impact/ROI
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Questionnaires - follow-up interviews - observation checklists
Focused on fundamental changes to thinking patterns and behaviors

13. The criteria for determining if a project is appropriate for action learning
A variable in whole number or distinct units (opposed to continuous)
Reality - feasibility - authority - and learning opportunities
Growth - exploratory - establishment - maintenance - decline
Change Management

14. 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
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Structure
Experiential learning

15. Level 3 evaluation
Results
Bloom's Taxonomy
Performance records - direct observation - supervisor checklists
Interviews

16. 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
Maslow's hierarchy
Convergers - divergers - assimilators - and accommodators
External and environmental influences
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities

17. The instructional design model is based on the assumptions that design happens in a context of project management that establishes roles - tasks - timelines - budgets - checkpoints - and supervisory procedures
Personal space
Opportunity-centered
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Seels and Glasgow instructional systems design model

18. Four activites to consider when closing a presentation
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Two-aix matrixes - flowcharts - dichotomy - graphic models
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Polling questions

19. List seven principles of adult learning
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
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
Form - storm - norm - perform - and adjourn.
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

20. Four elements of an effective oral presentation
Learning style
Opener - bridge - main body - and close
Numbers or variables used to rank order a system
Performance audit

21. Training that related to actual job circumstances
The mid-point of the distribution - 50% of the values are above/below this value
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Functional context
Robert Mager

22. The technique trainers should use when a presentation is formal and should present a professional image
Reality - feasibility - authority - and learning opportunities
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Audience - Behavior - Condition - and Degree
Slides

23. The analysis that identifies forces that maintain the status quo - and the approaches to allow change

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24. Knowledge
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Focused on fundamental changes to thinking patterns and behaviors
Information that combined with understanding enables understanding
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

25. The five elements of learner engagement
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Behavorism
Entertainment - interaction - control - usability - and customization
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.

26. Process Map
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
An unknown or uncontrolled variable that produces an effect

27. The method used to identify the efficiency and effectiveness of employees
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.
Formative evaluation
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Performance audit

28. 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
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
When the cause of the problem is a lack of knowledge or skills
The expected range of a measurement

29. Three advantages of interviews as a data gathering technique
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Subject-matter expert
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Perform a front-end analysis

30. Two types of personality inventory instruments
Reality - feasibility - authority - and learning opportunities
The most frequently occurring value
Scaling and integrity
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

31. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
A measure of the variability of scores from the mean
Preparation
Solution Selection

32. The three major tasks of analyzing data
Sorting - tabulating - and comparing raw to summarized data
Enabling objectives
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Raw and non-contextual - and can exist in forms usable or not

33. The final behavioral outcomes of a specific instructional event
Rapid instructional design (RID)
Terminal objectives
Information - feedback
Dictatorship - anarchy - democracy

34. The six major factors that influence performance in Gilbert's behavior engineering model
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Identify organizational values - development mission - develop vision - develop value statements
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability

35. Types of Level 4 instruments
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
Performance records - direct observation - supervisor checklists
Sorting - tabulating - and comparing raw to summarized data
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data

36. The HPI tool that can gather both qualitative and quantitative data
Surveys
An HTML tag identifying the context of the contents on a website or knowledge base.
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Monetary impact/ROI

37. The other names for a cause-and-effect diagram
Phone - VoIP - online meetings - email - specialized software
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Ishikawa - fishbone
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement

38. Two examples of performance support systems
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Rapid instructional design (RID)
Job aids - and EPSS

39. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Written tests - oral Q&A - performance tests - role plays
Business needs - performance needs - learning needs - and learner needs
Navigation
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

40. succession planning
External coaching - internal coaching
Cognitivism
Awareness - modeling - targeted interventions - desensitization - training
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

41. Types of synthesis models
Two-aix matrixes - flowcharts - dichotomy - graphic models
Simulations
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Asynchronous

42. Four things a coach does
Managerial/administrative - supervisory - functional
Observe body language
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

43. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Perform a front-end analysis
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.

44. The purposes of training evaluation

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

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46. Two characteristics of distance learning
Likert scale
A measure of the variability of scores from the mean
To systematically plan an organization's future
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.

47. Types of Level 3 instruments
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Maslow's hierarchy
Action plans - interviews - questionnaires - focus groups - performance contracts
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

48. The tasks involved in the evaluation phase of strategic development
Review strategies - measure performance - take correction action
Silence
Theatre style
A group of people who share a common interest - and are willing to share the experiences of their common interest.

49. Levels of listening
Behavorism
Solution Implementation
Interviews
Passive - active - empathetic - listening for knowledge - listening for clarification

50. Skills / knowledge areas that SMEs may lack
Adult learning theories - instructional design techniques
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Navigation
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments