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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. Open questions
Cause Analysis
Questions that stimulate discussion
Rote skills
Semantic differential

2. The sixth component of the ASTD HPI model
Accelerated Learning
Measures of quantity or numbers
The sum of the numbers divided by the total number of values
Evaluation

3. learning object
Measures looking at opinions - behaviors - and attributes
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Self-contained chunk of instructional material
Growth - exploratory - establishment - maintenance - decline

4. Two types of job rotations
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Cross-functional - cross-country/international
Cognitive
Surveys

5. The core belief of appreciative inquiry theory
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Electronic performance support system (EPSS)
Rehersal
The world is created in conversation

6. Two circumstances where e-learning is particularly useful
The expected range of a measurement
Rote skills - and prerequisite material
Solution Implementation
Pareto analysis

7. Three conditions that warrant multi-rater feedback
Behavorism
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Phone - VoIP - online meetings - email - specialized software
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

8. The three building blocks of knowledge management
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Objectivity - confidentiality
Data - Information - Knowledge
A measure of the variability of scores from the mean

9. Four activites to consider when closing a presentation
Raw and non-contextual - and can exist in forms usable or not
Likert scale
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.

10. Knowledge
Questions that check for understanding or test for consensus
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Information that combined with understanding enables understanding
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

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

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12. Types of Level 3 instruments
Action plans - interviews - questionnaires - focus groups - performance contracts
Identify organizational values - development mission - develop vision - develop value statements
Change Management
Ishikawa - fishbone

13. Content validity

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14. Double-loop learning
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
External and environmental influences
Focused on fundamental changes to thinking patterns and behaviors
Cause Analysis

15. Four barriers to communication during training delivery
Language - speech - environmental - and psychological
Rehersal
Psychomotor skills
Focused on fundamental changes to thinking patterns and behaviors

16. 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.
Constraints analysis
Growth - exploratory - establishment - maintenance - decline
Charts - graphs

17. What does proxemics refer to?
Personal space
Feedback
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Threat - problem - solution - habit

18. 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
External and environmental influences
Benjamin Bloom
Documentation audit - information system survey - identification of external information sources
Behavorism

19. Community of practice
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Behavorism
Structure
The extent to which an instrument represents the program's content

20. The facilitation tool that can create just enough tension to get people thinking
Monetary impact/ROI
Silence
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Bloom's taxonomy - six sigma - Kepner-Tregoe

21. The ability of the same measurement to produce consistent results over time
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Suggestopedia
Reliability

22. Types of Level 4 instruments
Management - performance
Feedback
Performance records - direct observation - supervisor checklists
Growth - exploratory - establishment - maintenance - decline

23. Mean
Scaling and integrity
External and environmental influences
The sum of the numbers divided by the total number of values
Information - feedback

24. Three pitfalls of coaching
Visual - Auditory - and Kinestethic
Rote skills
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
Chat rooms are essentially synchronous (real-time) message boards.

25. The method a trainer can use to encourage a participant to continue speaking
Walk towards a participant as they speak
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
Opener - bridge - main body - and close
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

26. The two mechanisms the chaos and complexity theory focus on
Focused on fundamental changes to thinking patterns and behaviors
Information - feedback
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Return-on-investment ( (Benefits - Costs) / Costs) * 100

27. Examples of internal factors that influence an organization
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Written tests - oral Q&A - performance tests - role plays
Threat - problem - solution - habit
Scaling and integrity

28. Level 3 evaluation
Ginzberg's theory
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
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
Results

29. The technique trainers should use when they want to use the revelation technique
- measure - analyze - improve - control
Facilitation is used to involve participants - and to help them learn from one another.
Groupthink
Presentation software

30. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Scaling and integrity
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Understandable - accurate - functional
Accelerated Learning

31. An assessment done during formation
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Chat rooms are essentially synchronous (real-time) message boards.
Formative evaluation
Adult learning theories - instructional design techniques

32. The technique that allows a WLP professional to present material in a professional manner - and keep a class focused on the correct topic
External coaching - internal coaching
Asynchronous
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Preparation

33. The technique that should account for 50% of the preparation for a presentation
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Objectivity - confidentiality
Audience - Behavior - Condition - and Degree
Rehersal

34. Two characteristics for any coaching program to succeed
Objectivity - confidentiality
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Adult learning theories - instructional design techniques
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

35. Sampling

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36. succession planning
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
The extent to which an instrument predicts future results
Electronic performance support system (EPSS)

37. The third component of the ASTD HPI model
Cause Analysis
Driving forces - restraining forces - current state - desired state
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

38. The six factors an instructional designer must consider before choosing techniques and training materials
Presentation software
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
A variable the influences the dependent variable
Facilitation is used to involve participants - and to help them learn from one another.

39. The use of electronic technologies to deliver information and facilitate the development of skills
Analytical - amiable - drivers - expressive
Measures of quantity or numbers
Culture - vision - strategy - and structure
Learning technologies

40. Contrast synchronous to asynchronous e-learning
Pareto analysis
The outcome that depends on the independent variable and covariates
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Validity

41. The analysis that serves as a reality check to identify a project's limiting factors
Central tendency
Constraints analysis
Cognitivism
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals

42. scripting
Create a vision - communicate the plan - connect the people - congratulate success
Charts - graphs
Dictatorship - anarchy - democracy
A collection of code containing instructions for a computer to perform a specific action

43. The tasks involved in the formulation phase of strategic development
Awareness - modeling - targeted interventions - desensitization - training
Identify organizational values - development mission - develop vision - develop value statements
Central tendency
Visual - Auditory - and Kinestethic

44. 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
Language - speech - environmental - and psychological
Management - performance
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Seels and Glasgow instructional systems design model

45. Describe noise - in communication theory
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Economic - social - political and legislative - workforce - technological - and competitive.
Structure
Something that disrupts the flow of information between source and receiver

46. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Evaluation
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Opportunity-centered
Split-half

47. Continuous
Pareto analysis
Pilot tests - technical reviews - production reviews
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Visual - Auditory - and Kinestethic

48. Three examples of active training techniques
Something that disrupts the flow of information between source and receiver
Reaction
Brainstorming - case studies - and role plays
Business Analysis

49. Training that related to actual job circumstances
Kurt Lewin's forcefield analysis
Functional context
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Structures - patterns - events

50. Three advantages of interviews as a data gathering technique
Likert scale
Characteristics of adults as learners (CAL) conceptual framework
To aid in career planning
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods