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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. Five stages of Tuckman's team-maturing model
Information - feedback
Reality - feasibility - authority - and learning opportunities
Form - storm - norm - perform - and adjourn.
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

2. Independent
Understandable - accurate - functional
Learning Management System (LMS)
A variable the influences the dependent variable
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same

3. The phases of strategic development
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Simulations
Formulation - Development - Implementation - Evaluation
Structures - patterns - events

4. 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
Dictatorship - anarchy - democracy
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
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

5. learning object
Self-contained chunk of instructional material
Sequence
Theatre style
Measures of quantity or numbers

6. The difference between an icebreaker and an opening exercise
DMAIC methodology - IPO model - flowcharting - evaluation models
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Convergers - divergers - assimilators - and accommodators

7. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
Polling questions
Silence
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Rote skills - and prerequisite material

8. Five approaches to facilitate inclusion
Learning organizations - systems thinking
To systematically plan an organization's future
Learning style
Awareness - modeling - targeted interventions - desensitization - training

9. LMS
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Silence

10. Level 3 evaluation
Results
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Surveys
Accelerated Learning

11. The questioning technique that seeks to develop critical thinking and creativity
The world is created in conversation
Socratic questioning
Documentation audit - information system survey - identification of external information sources
Initiating - planning - executing - controlling - closing

12. The steps in the outsourcing process
Validity
Raw and non-contextual - and can exist in forms usable or not
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
Solution Selection

13. VR
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Audience - behavior - condition - and degree
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Organization - process - and job/performer.

14. CBT
Learning
DMAIC methodology - IPO model - flowcharting - evaluation models
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
Computer-based training. Any learning event that uses computers as the primary distributions method.

15. The four components of a learning objective
Personal space
Audience - Behavior - Condition - and Degree
A measure of the variability of scores from the mean
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals

16. Four cases when a trainer should not use a chart pack
Pareto analysis
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.
Opener - bridge - main body - and close
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

17. The sixth component of the ASTD HPI model
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Evaluation
Seels and Glasgow instructional systems design model
Kurt Lewin's forcefield analysis

18. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
Convergers - divergers - assimilators - and accommodators
Rote skills - and prerequisite material
Learner-centered - content-centered
Perform a front-end analysis

19. A method used to evaluation organizational effectiveness beyond financial measures
Social contexting - contexting - authority - and concept of time
Balanced scorecard
A collection of code containing instructions for a computer to perform a specific action
Personal space

20. Contrast mentoring to coaching
Split-half
Cross-functional - cross-country/international
Create a vision - communicate the plan - connect the people - congratulate success
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

21. Knowledge management
Change is a process not an event. Change management is the process of directing change at each level of an organization.
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
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
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

22. Quantitative
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Measures of quantity or numbers
Reliability
Presentation software

23. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
Surveys
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Hypothetical
Image oriented - interactive - immediate - and intimate.

24. Types of Level 2 instruments
Written tests - oral Q&A - performance tests - role plays
Results
Knowledge - skills - desire - environment - and opportunity
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

25. What does proxemics refer to?
Presentation software
Inputs - outputs - process controls - and resources.
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Personal space

26. The use of electronic technologies to deliver information and facilitate the development of skills
To improve performance by systematically developing human expertise through organizational development and training
Pedagogy
Review strategies - measure performance - take correction action
Learning technologies

27. Dependent
Competing - accommodating - avoiding - collaborating - and compromising.
A variable the influences the dependent variable
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
The outcome that depends on the independent variable and covariates

28. Four characteristics of highly motivated clients
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Experiential learning
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
The extent to which an instrument represents the program's content

29. RFP
Semantic differential
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
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

30. Level 2 evaluation
Information - feedback
Learning
Control groups - management estimates - extant data - external studies
Rote skills

31. The three foundations of action learning

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32. Types of Level 5 instruments
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Control groups - management estimates - extant data - external studies
Subject-matter expert
Passive - active - empathetic - listening for knowledge - listening for clarification

33. Four elements of an effective oral presentation
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Cognitivism
Opener - bridge - main body - and close
Cross-functional - cross-country/international

34. The method a trainer can use to encourage a participant to continue speaking
Walk towards a participant as they speak
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Howard Gardner
Numbers or variables used to rank order a system

35. The creator of the theory of three types of learning - knowledge - skills - and attitudes
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Benjamin Bloom
Identify organizational values - development mission - develop vision - develop value statements
Cause Analysis

36. Sequencing and structure are closely related. What refers to the relationship among skills and topics
Functional context
Structure
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented

37. Four stages of accelerated learning

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38. The components of the VAK model
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Visual - Auditory - and Kinestethic
Maslow's hierarchy - McGregor's Theory X and Y of management
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

39. Levels of listening
Semantic differential
Presentation software
Passive - active - empathetic - listening for knowledge - listening for clarification
Theatre style

40. Types of Level 1 instruments
Numbers or variables used to rank order a system
Questionnaires - follow-up interviews - observation checklists
Passive - active - empathetic - listening for knowledge - listening for clarification
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

41. LCMS
Current organization climate - available resources
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Silence
Ginzberg's theory

42. Factors that determine fair use
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
External coaching - internal coaching
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

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

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44. The three fundamental principles of HPI
Numbers or variables used to classify a system
Learner-centered - content-centered
Inputs - outputs - process controls - and resources.
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.

45. BCR
The most frequently occurring value
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Cost-effectiveness - accessibility and application - learner access - and self-direction

46. Four things a coach does
External and environmental influences
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
To improve performance by systematically developing human expertise through organizational development and training
Validity

47. The other names for a cause-and-effect diagram
Ishikawa - fishbone
Learning style
Phone - VoIP - online meetings - email - specialized software
Job aids - and EPSS

48. The popularizer of the multiple intelligences theory
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Howard Gardner
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
A group of people who share a common interest - and are willing to share the experiences of their common interest.

49. Information
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Learning organizations - systems thinking
Data that has been given context

50. The theory that describes how intelligences reflect how people prefer to process information
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Charts - graphs
Multiple intelligences theory
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression