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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
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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. List David Kolk's four learning styles
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Current organization climate - available resources
Convergers - divergers - assimilators - and accommodators
Rote skills

2. Examples of internal factors that influence an organization
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Audience - behavior - condition - and degree
Computer-based training. Any learning event that uses computers as the primary distributions method.
Reality - feasibility - authority - and learning opportunities

3. Data
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Convergers - divergers - assimilators - and accommodators
An unknown or uncontrolled variable that produces an effect
Raw and non-contextual - and can exist in forms usable or not

4. When is training the appropriate solution to a performance problem
- measure - analyze - improve - control
Reaction
When the cause of the problem is a lack of knowledge or skills
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise

5. Steps of managing a change project
Initiating - planning - executing - controlling - closing
Experiencing - publishing - processing - generalizing - and applying
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
External and environmental influences

6. An evaluation of an evaluation
Initiating - planning - executing - controlling - closing
Meta-evaluation
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
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

7. The final behavioral outcomes of a specific instructional event
Cross-functional - cross-country/international
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
Terminal objectives
Structure

8. The six interactive and interdependent components of an action learning program
Bloom's taxonomy - six sigma - Kepner-Tregoe
Current organization climate - available resources
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

9. What does proxemics refer to?
Knowledge - skills
Personal space
Information - feedback
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

10. Four steps to prepare for training delivery
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
When the cause of the problem is a lack of knowledge or skills
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

11. Things feedback to a learner that answered a question should do
Seels and Glasgow instructional systems design model
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
External and environmental influences
A collection of code containing instructions for a computer to perform a specific action

12. Level 5 evaluation
Discovery - Dream - Design - and Destiny
Monetary impact/ROI
Sequence
Polling questions

13. Mode
Competing - accommodating - avoiding - collaborating - and compromising.
An unknown or uncontrolled variable that produces an effect
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
The most frequently occurring value

14. Level 2 evaluation
Enabling objectives
Entertainment - interaction - control - usability - and customization
Learning
An unknown or uncontrolled variable that produces an effect

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.
The extent to which an instrument predicts future results
Surveys
Numbers or variables used to rank order a system

16. Confounding
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
An unknown or uncontrolled variable that produces an effect
An effective - structured way that captures people's learning from an experience.
Review strategies - measure performance - take correction action

17. The sixth component of the ASTD HPI model
Evaluation
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Change Management
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

18. PERT
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Central tendency
Rote skills - and prerequisite material
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.

19. The other names for a cause-and-effect diagram
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Behavior
Ishikawa - fishbone
Proxemics

20. LMS
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
- measure - analyze - improve - control
Threat - problem - solution - habit
The world is created in conversation

21. The four parts of the International Federation's (ICF) ethical standards
The selection of measurement points which can have a large impact on the research's ability to be generalized
Understandable - accurate - functional
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics

22. Closed questions
Split-half
Numbers or variables used to classify a system
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Questions that check for understanding or test for consensus

23. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
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
Organization - process - and job/performer.
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Focused on learning and using new necessary skills through incremental change

24. 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
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
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Design
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

25. Double-loop learning
Constraints analysis
Audience - Behavior - Condition - and Degree
Focused on fundamental changes to thinking patterns and behaviors
Information - feedback

26. The six founding principles of systems thinking
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
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.
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
Something that disrupts the flow of information between source and receiver

27. Describe a chat room
Information - feedback
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Awareness - modeling - targeted interventions - desensitization - training
Chat rooms are essentially synchronous (real-time) message boards.

28. The framework developed by Patricia Cross to describe some differences between adult and child learners
Reality - feasibility - authority - and learning opportunities
Solution Implementation
Characteristics of adults as learners (CAL) conceptual framework
Learning style

29. Four stages of transition through M&As
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
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
Disengagement - disidentification - disorientation - and disenchantment.

30. The analysis that serves as a reality check to identify a project's limiting factors
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Constraints analysis
Phone - VoIP - online meetings - email - specialized software
Reality - feasibility - authority - and learning opportunities

31. The phases of strategic development
Perform a front-end analysis
Formulation - Development - Implementation - Evaluation
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Numbers or variables used to rank order a system

32. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
A variable that can have one of two possible values.
Analytical - amiable - drivers - expressive
Numbers or variables used to classify a system
Observe body language

33. The theory that matches individual needs to instructional experiences
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
Awareness - modeling - targeted interventions - desensitization - training
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Opportunity-centered

34. The method a trainer can use to encourage a participant to continue speaking
Psychomotor skills
The most frequently occurring value
Solution Implementation
Walk towards a participant as they speak

35. The six major factors that influence performance in Gilbert's behavior engineering model
Cause Analysis
Electronic performance support system (EPSS)
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Audience - Behavior - Condition - and Degree

36. The two criteria for a successful training program that must be accounted for by the WLP professional
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Information that combined with understanding enables understanding
To improve performance by systematically developing human expertise through organizational development and training
Current organization climate - available resources

37. The fifth component of the ASTD HPI model
The outcome that depends on the independent variable and covariates
Groupthink
Solution Implementation
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

38. The tasks involved in the implementation phase of strategic development
Current organization climate - available resources
Pareto analysis
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
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

39. The instrument where participants rate two contrasting ideas or words by circling points on a line
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Semantic differential

40. The components of the action learning formula
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Multiple intelligences theory
Reliability
Focused on fundamental changes to thinking patterns and behaviors

41. Mentoring
Surveys
Polling questions
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Communication - client motivation - self-management - technical skills

42. Systems thinking
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Thinking about the whole organization - rather than individuals - and looking primarily at processes
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

43. Process Map
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Action plans - interviews - questionnaires - focus groups - performance contracts
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Awareness - modeling - targeted interventions - desensitization - training

44. Four things a coach does
Split-half
Walk towards a participant as they speak
Rapid instructional design (RID)
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

45. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Behavorism
Suggestopedia
Scaling and integrity

46. DMAIC
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
- measure - analyze - improve - control
Written tests - oral Q&A - performance tests - role plays
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

47. List six categories of HPI solutions
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Central tendency
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
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

48. 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
Polling questions
Growth - exploratory - establishment - maintenance - decline
Learning Management System (LMS)
Experiential learning

49. The seating arrangement is the least conducive to stimulating group discussion
When the cause of the problem is a lack of knowledge or skills
Theatre style
Maslow's hierarchy
A measure of the variability of scores from the mean

50. The four dimensions of personality per the Myers-Briggs Type Indicator
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Technical competence - people skills - conceptual skills - results - taste - judgment - character
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

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