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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. Two characteristics for any coaching program to succeed
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Objectivity - confidentiality
External coaching - internal coaching
In statistics - it means probably true

2. The HPI tool that uses the 80/20 rule
Pareto analysis
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
The extent to which an instrument predicts future results

3. The second component of the ASTD HPI model
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
Electronic performance support system (EPSS)
Performance Analysis
Brainstorming - case studies - and role plays

4. Three tools for determining learner preferences
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Proxemics
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Measures of quantity or numbers

5. scripting
A collection of code containing instructions for a computer to perform a specific action
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Current organization climate - available resources

6. The theory that matches individual needs to instructional experiences
Interviews
Opportunity-centered
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Phone - VoIP - online meetings - email - specialized software

7. Confounding
The multiple dependent variables in a study with multiple independent variables
Phone - VoIP - online meetings - email - specialized software
An unknown or uncontrolled variable that produces an effect
The most frequently occurring value

8. When is training the appropriate solution to a performance problem
A description or design specification for how information should be treated and organized.
When the cause of the problem is a lack of knowledge or skills
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection

9. Information
Data that has been given context
Initiating - planning - executing - controlling - closing
Surveys
Bloom's Taxonomy

10. The four most important skills for a coach
Characteristics of adults as learners (CAL) conceptual framework
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Focused on fundamental changes to thinking patterns and behaviors
Communication - client motivation - self-management - technical skills

11. Level 5 evaluation
Presentation software
Monetary impact/ROI
Seels and Glasgow instructional systems design model
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.

12. The six steps in a training needs assessment
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
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
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites

13. Two examples of performance support systems
Asynchronous
Job aids - and EPSS
Pedagogy
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

14. The type of learning that E-Learning is outstanding for teaching because it has infinite patience
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
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Rote skills
Theatre style

15. The five principles of andragogy
Polling questions
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Proxemics
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn

16. The five elements of learner engagement
Suggestopedia
Knowledge - skills - desire - environment - and opportunity
Growth - exploratory - establishment - maintenance - decline
Entertainment - interaction - control - usability - and customization

17. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Surveys
Split-half
Solution Selection
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

18. The type of results produced by quantative methods
Data - Information - Knowledge
Hard data
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Knowledge - skills

19. The process that measures if the practitioner measured what they intended to measure
Knowledge - skills
Social contexting - contexting - authority - and concept of time
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Validity

20. Three disadvantages of focus groups
Numbers or variables used to classify a system
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Likert scale

21. The methods learning organizations use to create and foster productive learning
Perform a front-end analysis
Culture - vision - strategy - and structure
Visual - Auditory - and Kinestethic
Pareto analysis

22. The seven attributes essential for leadership per Warren Bennis
Bloom's Taxonomy
Audience - behavior - condition - and degree
Charts - graphs
Technical competence - people skills - conceptual skills - results - taste - judgment - character

23. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Seels and Glasgow instructional systems design model
Measures of quantity or numbers
Cognitivism
Multiple intelligences theory

24. The three foundations of action learning

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25. The use of electronic technologies to deliver information and facilitate the development of skills
Learning technologies
Presentation software
Written tests - oral Q&A - performance tests - role plays
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals

26. Qualitative
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Interview - survey/questionnaire - observation - focus group - work diary/work log
Measures looking at opinions - behaviors - and attributes
External coaching - internal coaching

27. List six external factors that may affect an organization
Economic - social - political and legislative - workforce - technological - and competitive.
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
When the cause of the problem is a lack of knowledge or skills
To improve performance by systematically developing human expertise through organizational development and training

28. Four elements of an effective oral presentation
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Documentation audit - information system survey - identification of external information sources
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Opener - bridge - main body - and close

29. The two management practices similar to complexity theory
The selection of measurement points which can have a large impact on the research's ability to be generalized
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Culture - vision - strategy - and structure
Learning organizations - systems thinking

30. Change management
Current organization climate - available resources
Action plans - interviews - questionnaires - focus groups - performance contracts
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Change is a process not an event. Change management is the process of directing change at each level of an organization.

31. Continuous
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Proxemics
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

32. Four basic components of a process
Inputs - outputs - process controls - and resources.
Performance audit
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Sorting - tabulating - and comparing raw to summarized data

33. Five job analysis methods
Interview - survey/questionnaire - observation - focus group - work diary/work log
Business needs - performance needs - learning needs - and learner needs
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Business Analysis

34. Process Map
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
A collection of code containing instructions for a computer to perform a specific action
Rote skills
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

35. Two guiding principles of displaying quantative data in charts and graphs
The extent to which an instrument predicts future results
Focused on learning and using new necessary skills through incremental change
Communication - client motivation - self-management - technical skills
Scaling and integrity

36. Community of practice
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Monetary impact/ROI
Initiating - planning - executing - controlling - closing
Job analysis

37. The steps in the outsourcing process
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
A group of people who share a common interest - and are willing to share the experiences of their common interest.
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
Opener - bridge - main body - and close

38. Two characteristics of distance learning
Reaction
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Enabling objectives
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

39. The technique that should account for 50% of the preparation for a presentation
Rehersal
Structure
Navigation
Audience - behavior - condition - and degree

40. Five stages of Tuckman's team-maturing model
Managerial/administrative - supervisory - functional
Preparation
Form - storm - norm - perform - and adjourn.
An HTML tag identifying the context of the contents on a website or knowledge base.

41. Training that related to actual job circumstances
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
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
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Functional context

42. The three levels of problems in systems thinking
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Structures - patterns - events
Sequence

43. Three process principles of strategic management development that are likely to remain constant across organizations
The selection of measurement points which can have a large impact on the research's ability to be generalized
Constraints analysis
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

44. Level 1 evaluation
Reaction
Navigation
Semantic differential
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.

45. Factors that determine fair use
Behavorism
Psychomotor skills
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
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise

46. Discrete
Hard data
A variable in whole number or distinct units (opposed to continuous)
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Culture - vision - strategy - and structure

47. Single-loop learning
Semantic differential
Focused on learning and using new necessary skills through incremental change
Organization - process - and job/performer.
Subject-matter expert

48. Four characteristics of highly motivated clients
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Enabling objectives
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
Cost-effectiveness - accessibility and application - learner access - and self-direction

49. What is the primary reason for 360-degree feedback
Threat - problem - solution - habit
To aid in career planning
Ginzberg's theory
External coaching - internal coaching

50. Sequencing and structure are closely related. What refers to the relationship among skills and topics
Structure
Performance Analysis
A variable in whole number or distinct units (opposed to continuous)
Kurt Lewin's forcefield analysis