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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. Three basic management styles
Understandable - accurate - functional
Bloom's taxonomy - six sigma - Kepner-Tregoe
Reality - feasibility - authority - and learning opportunities
Dictatorship - anarchy - democracy

2. Four activites to consider when closing a presentation
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Objectivity - confidentiality
Audience - behavior - condition - and degree

3. CBT
Bloom's taxonomy - six sigma - Kepner-Tregoe
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.
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Computer-based training. Any learning event that uses computers as the primary distributions method.

4. Data
Psychomotor skills
The world is created in conversation
Numbers or variables used to rank order a system
Raw and non-contextual - and can exist in forms usable or not

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

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6. Change management
Hypothetical
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Silence
Culture - vision - strategy - and structure

7. The characteristics of a complex system
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Driving forces - restraining forces - current state - desired state
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
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

8. Meta-tag
Business needs - performance needs - learning needs - and learner needs
The sum of the numbers divided by the total number of values
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
An HTML tag identifying the context of the contents on a website or knowledge base.

9. Two types of job rotations
Cross-functional - cross-country/international
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
Understandable - accurate - functional
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

10. The components of the action learning formula
DMAIC methodology - IPO model - flowcharting - evaluation models
Form - storm - norm - perform - and adjourn.
Something that disrupts the flow of information between source and receiver
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

11. Community of practice
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Formulation - Development - Implementation - Evaluation
Questions that check for understanding or test for consensus
A group of people who share a common interest - and are willing to share the experiences of their common interest.

12. The learning theory that attempts to involve the left and right hemispheres of the brain to make learning more natural
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Accelerated Learning
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Economic - social - political and legislative - workforce - technological - and competitive.

13. Five job analysis methods
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
Interview - survey/questionnaire - observation - focus group - work diary/work log
Language - speech - environmental - and psychological
Multiple intelligences theory

14. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Managerial/administrative - supervisory - functional
Navigation
The expected range of a measurement
Create a vision - communicate the plan - connect the people - congratulate success

15. List seven principles of adult learning
The world is created in conversation
Suggestopedia
Scaling and integrity
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles

16. Four stages of accelerated learning

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17. Quantitative
Measures of quantity or numbers
Interview - survey/questionnaire - observation - focus group - work diary/work log
The extent to which an instrument predicts future results
Harless' front-end analysis model

18. Continuous
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Balanced scorecard
The most frequently occurring value
External and environmental influences

19. The tasks involved in the implementation phase of strategic development
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Initiating - planning - executing - controlling - closing
Walk towards a participant as they speak
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

20. Contrast mentoring to coaching
Business Analysis
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Driving forces - restraining forces - current state - desired state

21. Examples of courseware
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Ginzberg's theory
Disengagement - disidentification - disorientation - and disenchantment.
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments

22. The three tasks of business analysis
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Groupthink
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Preparation

23. The type of results produced by quantative methods
The most frequently occurring value
Hard data
Kurt Lewin's forcefield analysis
Groupthink

24. The steps of a needs analysis
Reliability
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

25. The purposes of training evaluation

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26. The facilitation tool that can create just enough tension to get people thinking
Silence
DMAIC methodology - IPO model - flowcharting - evaluation models
Socratic questioning
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

27. When is training the appropriate solution to a performance problem
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
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
When the cause of the problem is a lack of knowledge or skills
- measure - analyze - improve - control

28. Steps of managing a change project
Initiating - planning - executing - controlling - closing
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
The sum of the numbers divided by the total number of values

29. 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
Seels and Glasgow instructional systems design model
Focused on learning and using new necessary skills through incremental change
The selection of measurement points which can have a large impact on the research's ability to be generalized
External and environmental influences

30. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Seels and Glasgow instructional systems design model
Learning style
Cognitivism

31. Four tasks typically done in the job analysis
The most frequently occurring value
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Cognitive

32. Knowledge management
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
A group of people who share a common interest - and are willing to share the experiences of their common interest.
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
Balanced scorecard

33. Mentoring
Job aids - and EPSS
Culture - vision - strategy - and structure
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement

34. Four ways to create a learning climate based on Knowles' work
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Solution Implementation
Dictatorship - anarchy - democracy
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.

35. Levels of listening
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Passive - active - empathetic - listening for knowledge - listening for clarification
Identify organizational values - development mission - develop vision - develop value statements

36. Two characteristics of distance learning
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Solution Implementation
Theatre style
Audience - Behavior - Condition - and Degree

37. Level 2 evaluation
Business Analysis
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Computer-based training. Any learning event that uses computers as the primary distributions method.
Learning

38. Four characteristics of effective openers

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39. Types of Level 2 instruments
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Written tests - oral Q&A - performance tests - role plays
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

40. learning object
Theatre style
Self-contained chunk of instructional material
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

41. Level 1 evaluation
Cost-effectiveness - accessibility and application - learner access - and self-direction
Reaction
The outcome that depends on the independent variable and covariates
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

42. The six interactive and interdependent components of an action learning program
Awareness - modeling - targeted interventions - desensitization - training
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Adult learning theories - instructional design techniques
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach

43. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Sorting - tabulating - and comparing raw to summarized data
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
Data - Information - Knowledge

44. Qualitative
Objectivity - confidentiality
Dictatorship - anarchy - democracy
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Measures looking at opinions - behaviors - and attributes

45. The factors that are defined during the performance gap analysis
Measures looking at opinions - behaviors - and attributes
Driving forces - restraining forces - current state - desired state
Chat rooms are essentially synchronous (real-time) message boards.
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )

46. Four phases of succession planning
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
Learning style
Opportunity-centered
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

47. Describe a chat room
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Discovery - Dream - Design - and Destiny
The world is created in conversation
Chat rooms are essentially synchronous (real-time) message boards.

48. Predictive validity
Terminal objectives
Current organization climate - available resources
The extent to which an instrument predicts future results
Information that combined with understanding enables understanding

49. The components of the VAK model
Visual - Auditory - and Kinestethic
Rapid instructional design (RID)
Bloom's Taxonomy
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

50. 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
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Experiential learning