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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. Types of Level 3 instruments
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.
Ginzberg's theory
Action plans - interviews - questionnaires - focus groups - performance contracts
A collection of code containing instructions for a computer to perform a specific action

2. Five job analysis methods
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Interview - survey/questionnaire - observation - focus group - work diary/work log
Learning Management System (LMS)
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need

3. The mode of training for which classroom training is most effective
When the cause of the problem is a lack of knowledge or skills
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Psychomotor skills
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

4. The first component of the ASTD HPI model
Structure
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Business Analysis
Information that combined with understanding enables understanding

5. Knowledge Mapping
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Performance audit
Disengagement - disidentification - disorientation - and disenchantment.

6. Triple-loop learning
Something that disrupts the flow of information between source and receiver
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

7. Two characteristics for any coaching program to succeed
To aid in career planning
Experiential learning
Objectivity - confidentiality
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

8. Double-loop learning
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Focused on fundamental changes to thinking patterns and behaviors

9. Types of Level 2 instruments
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Constraints analysis
A measure of the variability of scores from the mean
Written tests - oral Q&A - performance tests - role plays

10. Two examples of performance support systems
Navigation
Job aids - and EPSS
To systematically plan an organization's future
Knowledge - skills

11. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
Something that disrupts the flow of information between source and receiver
External coaching - internal coaching
Opportunity-centered
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors

12. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Speed - quantity - quality/accuracy - thoroughness - timeliness
When the cause of the problem is a lack of knowledge or skills
Observe body language
Formulation - Development - Implementation - Evaluation

13. Training that related to actual job circumstances
Create a vision - communicate the plan - connect the people - congratulate success
Audience - behavior - condition - and degree
Functional context
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

14. The processes performance management is primarily concerned with
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
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.
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Behavior

15. RFP
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Likert scale
Threat - problem - solution - habit

16. Four personal social styles per Harvey Robbins
Psychomotor skills
The outcome that depends on the independent variable and covariates
Analytical - amiable - drivers - expressive
Bloom's Taxonomy

17. Types of Level 1 instruments
Skill variety - task identity - task significance - autonomy - feedback
Action plans - interviews - questionnaires - focus groups - performance contracts
Structure
Questionnaires - follow-up interviews - observation checklists

18. Open questions
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Questions that stimulate discussion
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Economic - social - political and legislative - workforce - technological - and competitive.

19. The six interactive and interdependent components of an action learning program
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
To aid in career planning

20. The four Cs of change
Create a vision - communicate the plan - connect the people - congratulate success
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
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
Questionnaires - follow-up interviews - observation checklists

21. scripting
Threat - problem - solution - habit
Learning organizations - systems thinking
A collection of code containing instructions for a computer to perform a specific action
Socratic questioning

22. Describe noise - in communication theory
Information that combined with understanding enables understanding
Opener - bridge - main body - and close
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
Something that disrupts the flow of information between source and receiver

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
Meta-evaluation
Performance Analysis
Measures of quantity or numbers

24. The sixth component of the ASTD HPI model
Evaluation
Review strategies - measure performance - take correction action
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Maslow's hierarchy - McGregor's Theory X and Y of management

25. BE
Performance Analysis
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Action plans - interviews - questionnaires - focus groups - performance contracts
Written tests - oral Q&A - performance tests - role plays

26. Mode
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
The most frequently occurring value
Bloom's taxonomy - six sigma - Kepner-Tregoe
Data that has been given context

27. Three tasks for knowledge mapping
Socratic questioning
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Initiating - planning - executing - controlling - closing
Documentation audit - information system survey - identification of external information sources

28. 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
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Questions that check for understanding or test for consensus
Knowledge - skills

29. Three pitfalls of coaching
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
Characteristics of adults as learners (CAL) conceptual framework
The mid-point of the distribution - 50% of the values are above/below this value
A variable the influences the dependent variable

30. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Entertainment - interaction - control - usability - and customization
The sum of the numbers divided by the total number of values
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
Something that disrupts the flow of information between source and receiver

31. The purpose of an after-action review

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32. The difference between an icebreaker and an opening exercise
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Interview - survey/questionnaire - observation - focus group - work diary/work log
Audience - Behavior - Condition - and Degree

33. The three major tasks of analyzing data
Growth - exploratory - establishment - maintenance - decline
Sorting - tabulating - and comparing raw to summarized data
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Solution Implementation

34. The technique trainers should use when they want to use the revelation technique
Polling questions
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Presentation software
Feedback

35. Confidence interval
Facilitation is used to involve participants - and to help them learn from one another.
The expected range of a measurement
Interview - survey/questionnaire - observation - focus group - work diary/work log
Performance Analysis

36. The seven characteristics of good dialog
The world is created in conversation
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.

37. The seven basic self-governing behaviors
Job aids - and EPSS
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
The extent to which an instrument predicts future results

38. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Organization - process - and job/performer.
Simulations

39. Two influences of great effect on employee motivation
Competing - accommodating - avoiding - collaborating - and compromising.
Howard Gardner
A variable in whole number or distinct units (opposed to continuous)
Management - performance

40. Describe how facilitation differs from training
Terminal objectives
Facilitation is used to involve participants - and to help them learn from one another.
Data - Information - Knowledge
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

41. The components of the action learning formula
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Managerial/administrative - supervisory - functional
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

42. The technique that should account for 50% of the preparation for a presentation
Rehersal
Information that combined with understanding enables understanding
Self-contained chunk of instructional material
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

43. 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 process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Experiential learning
Harless' front-end analysis model

44. The final behavioral outcomes of a specific instructional event
Harless' front-end analysis model
Terminal objectives
Pilot tests - technical reviews - production reviews
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

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

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46. ROI
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Two-aix matrixes - flowcharts - dichotomy - graphic models
Learning technologies
Rote skills

47. The five stages of D. E. Super's developmental framework
Experiential learning
Growth - exploratory - establishment - maintenance - decline
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Formative evaluation

48. The factors that are defined during the performance gap analysis
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Self-contained chunk of instructional material
Driving forces - restraining forces - current state - desired state
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

49. Nominal data
Numbers or variables used to classify a system
The expected range of a measurement
Functional context
A variable that can have one of two possible values.

50. Level 1 evaluation
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Reaction
Interviews
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.