Cplp Knowledge Exam Study

Front 1

What are the four theories of learning and instruction, according to "The Trainer's Dictionary?"

Back 1

Subjective centered
Objective centered
Experience centered, and
Opportunity centered.

Front 2

What are the three types of learning usually associated with Bloom's taxonomy?

Back 2

Knowledge, skills, and attitude. Attitude cannot be trained, but can be influenced.

Front 3

What is a developmentalism based theory of instruction that focuses on matching individual needs to appropriate instructional experiences, and is particularly useful for helping employees adapt to changes in their work lives?

Back 3

Opportunity-centered learning and instruction.

Front 4

What is Malcolm Knowles' contribution to adult learning?

Back 4

The concept of andragogy.

Front 5

According to Merriam and Caffarella, adults' developmental stages can be described in three major perspectives. What are they?

Back 5

Physical changes, Psychological changes, and socialcultural changes.

Front 6

What theory of learning and memory is concerned with studying the relationship between stimuli and responses and includes training techniques such as prompting, cueing, simulations, role play, and positive reinforcement?

Back 6

Behaviorism.

Front 7

What theory of learning attempts to involve both the right and left hemispheres of the brain, as well as the cortex and limbic systems?

Back 7

Accelerated learning (AL).

Front 8

Neurolinguistic programming (NLP) has discovered that learner preferences fall into three categories. What are they?

Back 8

Visual, auditory, and kinesthetic (VAK). NLP distinguishes between what happens "outside" and what happens "inside" of the brain.

Front 9

What learning theory, developed by Howard Gardner, suggests that intelligence is multifaceted and is not fixed?

Back 9

Multiple intelligences.

Front 10

Who developed eight guidelines for facilitating learning, including the idea that effective facilitators establish the initial mood or climate of the group or class experience?

Back 10

Carl Rogers.

Front 11

In right/left brain theory, which side of the brain specializes in logic, mathematics, analysis, and sequential processing of events?

Back 11

The left side.

Front 12

What are the lowest and highest tiers in Maslow's hierarchy of needs?

Back 12

physiological needs and self-actualization.

Front 13

What are the components of the ADDIE model?

Back 13

analysis (or assessment), design, development, implementation, and evaluation.

Front 14

According to Gagne's nine events of instruction, what is the first thing a trainer must accomplish?

Back 14

Gain the learners attention.

Front 15

During what phase of the ADDIE model will the trainer develop instructional objectives?

Back 15

During the design phase.

Front 16

What are 4 key characteristicsof learning?

Back 16

1. Motivation (WIIFM)
2. Goals (I'm ready because I have a goal!)
3. Experience (I'll learn best if I experience it.)
4. Culture (I believe this and I value that.)

Front 17

What did Ned Hermann say?

Back 17

Hermann said that brain-dominance affects how people work, and communicate; it makes them "prefer" things a certain way.
Upper-left cerebral (C)
Lower-right limbic (S)
Upper-left limbic (i)
Lower-rght cerebral (D)

Front 18

What did Carl Rogers offer us?

Back 18

Rogers offers us the concept of learner-centered facilitation. He said there are 8 guidelines to consider to be an effective facilitator:
1. Create the right mood.
2. Clarify indivdual and collective goals.
3. Value the learner's motivation and trust her purpose.
4. Organize the widest range of resources.
5. Serve as a flexible resource.
6. Accept intellectual content AND emotional response.
7. Be a participant learner.
8. Accept your own (facilitator) limitations.

Front 19

What is ACCELERATED LEARNING (AL)?

Back 19

The purpose of AL is to involve both hemispheres, cortex, and limbic systems in the learning. To do so will enhance and accelerate the learning.
The learning environment must be:
POSITIVE, COMFORTABLE, COLORFUL, WITHOUT BARRIERS, SUPPORTIVE FOR ALL, MULTI-APPROACHED, ACCOMODATING FOR DIFFERENT LEARNING STYLES, FUN, GROUP-BASED

Front 20

What is an INTAKE STYLE?

Back 20

The way(s) that a person prefers to take information. Once the information is taken in, it can be sorted, retained, reproduced, and retrieved. This is tied to VAK.

Front 21

What was one of Howard Gardner's contributions to adult learning theory?

Back 21

Gardner gave us "multiple intelligences" and said intelligence is multi-faceted. He made us think differently about what it means to be "smart." He said most people "hang out" in 3-4 of these intelligences but avoid the rest. He theorized that there were many types of intelligences.

Front 22

How did Gardner define intelligence?

Back 22

He said intelligence was:
-Measurable aptitude
-Aptitude to create and solve problems
-What society/the culture valued

Front 23

What are 7 ways adults can learn more 1quickly?

Back 23

According to AL, adults learn more quickly IF they:
1. are not stressed and can relax
2. believe themselves to be "smart"
3. can tie NEW information to previously learned
4. can work with "more" of their mind
5. have short rather than long learning segments
6. use more of their senses to learn
7. are valued in the learning

Front 24

Contrast "behaviorism" and "cognitivism." Tie both to Bloom's taxonomy.

Back 24

BEHAVIORISM: theory that adults will learn if the desired behavior is reinforced; the behavior will become learned the more it is reinforced. This is tied to "SKILLS" in Bloom's taxonomy. Instructional techniques based in behaviorism include drills, prompting, simulations, role plays, cueing, and modeling.

COGNITIVISM: theory that learning takes place when adults take in and logically process information. It is academically focused+ in thinking and memory. It is the "tell" approach to training and is tied to Bloom's "KNOWLEDGE" level. Instructional techiques based in cognitivism include case studies, diagrams, films, SME's, presentations, debates, and panels.

Front 25

What is one interest that adult learning and instructional design have in Abraham Maslow and his contributions?

Back 25

MASLOW = MOTIVATION. He offered a hierarchy of the needs that motivate people. His theory was that needs are "ranked" from low to high. A person cannot be motivated to meet any need until lower needs are met. WLP pros have to take this hierarchy into account when designing learning because learning is all about motivation. If a participant's lower needs have not been met, motivation for learning is compromised. The hierarchy is arranged like this:
Self-actualization (high)
Esteem
Belongingness
Safety
Physiological

Front 26

Who was Malcolm Knowles and what did he theorize?

Back 26

Knowles drew attention to the differences between pedagogy (teaching children) and androgogy (teaching adults.)

PEDAGOGY
Learner's self concept is dependent
Extrinsically motivated
Readiness to learn related to age & curriculum
Self-centered orientation to learning
Doesn't use experience

ANDRAGOGY
Learner's self concept is self-directed
Intrinsically motivated
Readiness to learn is from life experiences
Problem or task-centered
Uses experience as a resource for self and others

Front 27

Explain Benjamin Bloom's contribution and relate it to adult learning.

Back 27

Benjamin Bloom's taxonomy assists learning design by CLASSIFYING LEARNING OBJECTIVES/OUTCOMES into 3 domains that can influence the design of learning. These outcomes are arranged from simple to complex. The 3 domains are:
1. Cognitive (= Knowledge)
2. Psychomotor (=Skill)
3. Affective (=Attitude)
The taxonomy is:
EVALUATE (complex)
APPLY
ANALYZE
UNDERSTAND
KNOW (simple)

Front 28

When do adults learn?

Back 28

When they NEED to learn.

Front 29

What are 4 key characteristics of learning? In other words, what characterizes WHY adults learn? What makes adults learn?

Back 29

Motivation: (WIIFM) What's in it for me?
Goals: Adults learn when they have goals
Experience: Adults learn if they can "hook" learning onto past experience.
Culture: Adults learn if the learning suits their cultures.

Front 30

Name 6 factors that influence an adult's ability to learn?

Back 30

Stress and time pressures
Job status
Learning environment
Peers
Supervisor
Family situation
Company condition

Front 31

What are 3 advantages of behaviorism? When should a designer consider behaviorist approach to design?

Back 31

BEHAVIORISM
Works best for helping learners acquire specific skills
Is highly specific
Is observable
Ensures behavioral practice - not just theory
Sets up clear objectives

Front 32

What are 3 advantages of cognitivism? When should a designer consider a cognitivist approach to design?

Back 32

COGNITIVISM
Faster than other methods
Treats adults as adults
Doesn't waste people's time
Builds a base of information, rules, and concepts
Provides rationale for action

Front 33

According to Gardner, there are at LEAST 10 types of intelligences.Name five.

Back 33

Spatial
Musical
Social/InTERpersonal (working with others)
InTRApersonal (working alone)
Emotional
Linguistic/verbal
Bodily/Kinesthetic
Logical/Mathematical
Naturalistic
Existential

Front 34

What do WLP pros mean by "building organizational capacity?"

Back 34

Developing a talented workforce to meet business and customer needs.

Front 35

When employees leave the organization, what is the affect?

Back 35

- Intellectual drain
- Cost incurred with re-recruiting, re-hiring, and re-training

The cost of losing ONE employee is calculated at 1.5 times that person's annual salary.

Front 36

According to Kepner & Tregoe, what are the top THREE reasons employees leave their jobs?

Back 36

1. Lack of financial reward
2. Lack of recognition
3. Lack of career development

Front 37

What 4 links connect performance and rewards?

Back 37

1. Measurement of valuable results
2. Accomplishments of results
3. Accomplished results being rewarded
4. Rewarded results being valued

Front 38

In what ways can employers offer VARIABLE PAY OPTIONS to update their compensation practices? Explain each option.

Back 38

1. Special recognition monetary rewards
2. Individual and group variable pay
3. Lump sum awards
4. Stock options

Front 39

Define PERFORMANCE MANAGEMENT.

Back 39

PERFORMANCE MANAGEMENT is the process of developing, deploying, and aligning people to increase business performance.

Front 40

What are two keys to rewarding employees?

Back 40

1. Knowing the needs that motivate employees
2. Monitoring employees to ascertain whether those needs are being met.

Front 41

What do Cynthia Berryman-Find and Charles B. Fink say motivate employees?

Back 41

According to Find and Fink, SEVEN things motivate employees:
1. Achievement
2. Power
3. Affiliation
4. Autonomy
5. Esteem
6. Safety and security
7. Equity (being treated fairly)

Front 42

To understand more about "job design," explain Hackman's and Oldham's suggestions for making jobs more interesting and motivating.

Back 42

These two say that every job has FIVE categories (tied to psychological states behind motivation) that determine how motivating employees will find their job.
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

Front 43

How many years "down the road" should training managers be considering so that they can keep pace with change?

Back 43

5 to 10 years

Front 44

What is the primary focus of HR development (HRD)?

Back 44

The primary process of HR development (HRD) is to locate and prepare the appropriate knowledge and skill sets so that that knowledge and skill can be applied to meeting the goals of the organization.

Front 45

In what ways can HR help stimulate employees and drive results?

Back 45

-Performance-based budgets linked to individual outcomes
-Behavior and competency assessments
-Development planning in the form of training plans
-Managing by objective
Job responsibility and KSA eval
-Components of the perf improv process (incl. fdbk)
-Links to the compensation system
-Balance with meeting org goals and objectives

Front 46

What is a "business model?" What are "business objectives?"

Why must the training manager understand these?

Back 46

BUSINESS MODEL: How a business intend to generate revenues and profits

BUSINESS OBJECTIVES: State what the business wants to accomplish

THE LEARNING FUNCTION IS CONSIDERED TO BE A VALUED BUSINESS PARTNER.
The purpose of training is to support business goals by providing the learning needed by employees to make change and to sustain desired performance. If the training manager doesn't understand this, (s)he cannot ensure that the learning function is living up to its perceived value in the organization.

Front 47

What are "business drivers?" Give examples of internal and external ones.

Back 47

Business drivers are forces that direct the organization's strategies, goals, and needs.

Internal drivers - technology, systems, processes, policies, employees
External drivers - government, law, global economy, perceptions, restrictions,

Front 48

Define "corporate success measures."

Back 48

How a business measures its success

Front 49

In addition to examining the organization's goals, plans, and purposes, why should the WLP consider the organization's culture and values?

Back 49

Because organizational culture and what the organization values play a big part in whether or not the plans, goals, and purposes will be met. The WLP pro should take "inventory" of these thing by looking at the company's history, mission and goals, strategy, tactics, vision, and plans.

Front 50

What is meant by "environment" when referring to that which affects an organization?

Back 50

"Environment" refers to the surrounding context that will have direct impact on a business or organization. This environment has external, internal, employees, and contractual components that affect the business or organization.

Front 51

What are "knowledge exchanges?"

Back 51

"Knowledge exchanges" are networks for groups in the organization to share information, transfer knowledge, and access specialized knowledge. These networks are rooted in the idea that most of the information that resides in an organization resides in the brains of its employees and they are a way to get information "out of ONE head and into to MANY others."

Front 52

Why do WLP pros have to understand external systems? What are the levels of external systems?

Back 52

WLP pros have to understand external systems because they have a direct effect on designing and delivering training. Levels of external systems are external environmental factors and external relationships.

Front 53

Define "environmental scan."

Back 53

Inventory of FORCES THAT INFLUENCE the way an organization functions. AN ENVIRONMENTAL SCAN analyzes both INTERNAL and EXTERNAL influences.

Front 54

What factors are a part of the environmental scan and influence the direction of an organization?

Back 54

Political Economic Sociological
Cultural Global Technological Employment

Front 55

What are some external relationships that would be part of an environmental scan and therefore influential in the direction of an organization?

Back 55

Partnerships are a component of the external environment. These partnerships/relationships might include: customers, vendors, competitors, community, charities, employees.

Front 56

Why should WLP pros be concerned with legalities, regulations, and ethics when it comes to training?

Back 56

Because if creative training design and delivery or pose perceived or real compromises to safety, ethics, law, and/or feelings of inclusion, then they are counter-learning.

Front 57

Within HRD, a decision to select someone for a training program is a ____________________.

Back 57

Test

Front 58

What is one important legal issue for HR and the training department?

Back 58

To LAWFULLY select people to participate in training and development programs. AN EMPLOYER (HR) ALWAYS HAS TO PROVE THAT A REQUIREMENT FOR EMPLOYMENT IS RELATED TO PERFORMANCE OF THE JOB. (Diane - think FDR)

Front 59

When designing/delivering training in different languages, what must the WLP pro ensure for participants?

Back 59

That the written, spoken, and printed words are understandable; that the intent, imagery, and nuances of the content and delivery are acceptable; that the language, accent, dialect, and delivery of/from the trainer is understandable and inclusive.

Front 60

What act permits noncoercive employer free speech? Why is this important for trainers to be aware of?

Back 60

The Labor-Management Relations Act.
Because training should not use any examples, case studies, or role plays that infringe on a person's personal philosophy or belief system.

Front 61

How do training managers work with unions as partners?

Back 61

By working with the unions to determine/define what type of training should be provided and to keep records of records related to training.

Front 62

List some things that canNOT be copyrighted.

Back 62

Ideas, processes, procedures, methods of operations, concepts, principles, or discoveries.

Front 63

What is meant by "fair use standards?"

Back 63

Standards that limit the exclusive rights of the copyright holder/author/proprietor. Standards that allow others to use copyrighted material in a reasonable manner without consent. Even so, training managers should always "do their homework" with regard to citing and crediting copyrighted work.

Front 64

What is "public domain?'

Back 64

Refers to time and conditions under which a work was published. Work in the "public domain" does not require permission for use from the copyright holder.

Front 65

Competition between companies in the same business could very well drive_____________________.

Back 65

Unethicalness

Front 66

How does ASTD define learning technologies?

Back 66

Electronic technologies that deliver information and facilitate the development of skills and knowledge.

Front 67

What does an organization have to consider when selecting learning technologies?

Back 67

Cost
Learner characteristics
Evidence of the technology's effectiveness
Time
Types of skills to be learned

Front 68

What does a designer specifically have to consider when recommending/choosing a combination of learning technologies?

Back 68

The designer wants to pair instructional, presentation and distribution methods to create effective learning. Consideration should be given to design elements, software capability, hardware requirements, instructor materials and formats, delivery platforms, and ancillary materials.

Front 69

What does an organization have to consider to implement a new learning technology?

Back 69

Internal groups with which to partner
Understanding different role responsibilities
Understanding organizational goals

Front 70

Contrast "terminal" and "enabling" objectives.

Back 70

Terminal: Long-term/end product or outcome

Enabling: Short-term needed to get to the end product or outcome

Front 71

Name some differences between online/WBT classes and live, instructor-led classes.

Back 71

Online/WBT

Live/Instructor-led

Front 72

What are some things designers have to consider, understand, and know before starting a learning project?

Back 72

*Sponsor's request
*Business need
*Desired performance
*Task involved in the performance
*Learners and influences on them
*Project contraints

Front 73

Where in ADDIE does the Level 1 evaluation take place? what is evaluated at this phase?

Back 73

IMPLEMENTATION
-Learner's ability to meet objectives
-Facilitators evaluate program design
-Materials are reviewed
-Class format, size, and other peripherals
-Evaluation suggests modification

Front 74

Who is ROGER GLASER and what did he offer?

Back 74

First used the term "criterion-referenced measures" to test an individual's behavior in relation to an objective standard. Assesses the learners' entry level behavior and to what extent learners have developed mastery through an instructional program/event.

Front 75

Why is a needs analysis conducted?

Back 75

To understand more about the issue and to ensure that what is needed can be addressed through training.

Front 76

What is an instructional design system?

Back 76

An inter-related number of components that are part of delivering instruction to the learner.
ALL INPUTS - what goes IN
ALL OUTPUTS - what comes OUT

Front 77

Who was ROBERT GAGNE and what did he offer?

Back 77

Described FIVE domains of learning. NINE events of instruction. Established learning hierarchies that pointed out that learners HAVE to acquire prerequisite skills before attempting higher level ones. Based his work on how adults 1. sense, 2. process, 3 store to memory

Front 78

Describe GAGNE's nine events of instruction.

Back 78

1. Get attention
2. State objectives
3. Tie to previous learning
4. Provide the information
5. Demonstrate/guide
6. Provide opportunity for practice
7. Feedback
8. Assess performance
9. Apply to job

Front 79

How is instruction usually sequenced within a framework of tasks, topics, and problem solving?

Back 79

1. Chronological 2. Topical 3. Procedural 4. Prob & Sol
5. General to specific 6. Simple to complex
7. Overview, demo, practice 8. Known to unknown (v v)
9. Less risky to more risky

Front 80

In the ANALYSIS phase of ADDIE, what must designers identify?

Back 80

-if training is the answer
-goals and objectives
-resources
-audience
-additional data needed

Front 81

When the "knowing-doing" gap exists, training is NOT the answer. What might be other reasons for the "knowing-doing" gap?

Back 81

LACK OF:
*Motivation
*Tools
*Information (info is not provided)
*Health
*Structure of process

Front 82

What are some methods for collecting data in the ANALYSIS phase of ADDIE?

Back 82

*Focus group
*Interviews
*Panels of SMEs
*Surveys
*Review of pre-existing data/records
*Existing program review

Front 83

Before getting started, what do Instructional Designers need to know?

Back 83

1. Sponsor's request
2. Business need for the project
3. Desired performance
4. Task involved in the performance
5. Learners and influences on them
6. Project constraints

Front 84

What did ROBERT MAGER say?

Back 84

Said that a learning goal should be broken down into smaller tasks or learning objectives. Said behavioral objectives should have 3 components:
1. BEHAVIOR - specific and observable
2. CONDITION - conditions for behaviors to occur
3. STANDARD - desired level of performance

Front 85

What are "terminal" and "enabling" objectives?

Back 85

Terminal (end-results objectives, long term)
Enabling (steps to the end result, short term)

Front 86

What is the IDEA behind instructional system design (ISD)?

Back 86

Training is most effective when it gives the learner a clear statement of what they must be able to do as a result of the training and how their performance will be evaluated. ISD (done correctly) ensures that training is effective.

Front 87

Why does ISD work well?

Back 87

ISD works well because it produces observable, measurable elements that can be replicated. These elements are analytical methods, objective, evaluations, designs and more.

Front 88

Explain ADDIE in terms of:
INPUT
PROCESS
OUTPUT

Back 88

INPUT: Analysis
PROCESS: Design, Development, Evaluation
OUTPUT: Implementation

Front 89

What are "interventions" to the WLP?

Back 89

Solutions that do not involve training.

Front 90

What did BARBARA SEELS & RITA GLASGOW say?

Back 90

Design occurs w/in the context of Project Management.
1. Needs analysis management (A)
2. Instructional design management (D) (D)
3. Implementation & evaluation management (I) (E)

[ADDIE]

Front 91

What is "diffusion?"

Back 91

DIFFUSION is promoting the adoption and promotion of the project as a DYNAMIC process. Members of design teams may change depending on phase.

Front 92

What is A B C D when it comes to objectives?

Back 92

A - Audience
B - Behavior
C - Context/Conditions
D - Degree

[SMART GOALS]

Front 93

Line up how a business need ends up driving the specifics of training.

Back 93

Business need > Performance need > Training need >
Specifics of training > Other relevant data not in training

Training adds value only when it serves a business need.

Front 94

For the WLP pro, what's the difference between a GOAL and an OBJECTIVE?

Back 94

A goal is a statement of desired outcome

An objective is a detailed statements about outcome of the learning.

Front 95

What are SIX steps to conducting a needs assessment?

Back 95

1. Define objectives (Why are you doing the assessm?)
2. Identify necessary data (What data do you need to
fulfill the objectives?)
3. Select data collection methods (What methods will you use to get data you need?)
4. Collect data
5. Analyse/confirm data (What is the data telling you?)
6. Prepare final report (Write what you found out)

Front 96

What are the 3 levels of needs assessment?

Back 96

1. ORGANIZATIONAL (Biggest)
2. TASK (Bigger)
3. INDIVIDUAL (Big)

Front 97

What did the DICK & CAREY model say?

Back 97

1. Identify instructional goals
2. Conduct instructional analysis and analyze learners and contexts
3. Write performance objectives
4. Develop assessment instruments
6. Develop instructional strategy
7. Design & conduct formative eval of instruction
8. Design and conduct summative evaluation
Revise instruction throughout model

Front 98

What are the 7 principles of adult learning?

Back 98

Adults:
1. operate by andragogy - not pedagogy
2. are pressed for time
3. goal oriented
4 bring previous knowledge & experience
5. have finite interest in types of information
6. have different levels of motivation
7. have different learning styles

Front 99

Name 2 advantages of using focus groups.

Back 99

*Facilitator can note nonverbal behaviors that accompany what's said.
*If done correctly, all participants will be heard.
*Resulting hypothesis can be tested later w/ larger population by surveys or observations.

Front 100

TRUE OR FALSE

A focus group is a group interview.

Back 100

TRUE

Front 101

In design, what is an "algorithm?"

Back 101

When observations and interviews are used in combination they produce this tool. Depicts physical steps (or behaviors) and the thought processes that support those steps.

Front 102

Describe the characteristics of adult learners. List specific issues under each characteristic that should be considered when designing learning for adults.

Back 102

The adult is:
SELF DIRECTED - Like to have control over her learning
USES EXPERIENCE - Links new info to new
READINESS TO LEARN IS FROM LIFE - Likes to apply; goals
ORIENTATION TO LEARNING-Want learng life centered
MOTIVATION BASED IN INCENTIVE-WIIFM; payoff

Front 103

What did Jack Phillips offer?

Back 103

The 5th Level of Evaluation - ROI (Return on Investment)
Compares cost of training with benefits of training; usually presented as a % or benefit-and-cost ratio.

Front 104

What 5 things does the copyright holder have the EXCLUSIVE right to do?

Back 104

1Reproduce
2Prepare works based on the copyrighted work
3Distribute copies
4Perform copyrighted work publicly
5Display copyrighted work

Front 105

How can a manager truly RECOGNIZE and employee in a way that is meaningful for the employee?

Back 105

*Buying lunch
*Greeting by name
*Engraving a plaque W/ names for years of service
*Giving the employee more autonomy
*Buying membership dues for a professional organization
*Creating symbols (immortalizing) of a team's work
*Giving a chance to telecommute

Front 106

More than anything else, what do employees want to be recognized/praised for?

Back 106

Job performance

Front 107

What 2 things have great effect on the motivation of employees?

Back 107

1. Management
2. Performance

Front 108

What is the BEST PRACTICE for WLP pros to use when dealing with copyright?

Back 108

To obtain written consent from the copyright holder.

Front 109

What did Donald Kirkpatrick offer? Use relevant detail to explain?

Back 109

DK said there were 4 levels to evaluation:
Level 1: Determines how learner feels (REACTION)
Level 2: Determines how learning has improved (LEARNING)
Level 3: Determines performance improvement back on the job (BEHAVIOR)
Level 4: Measure effect (of what was learned) on the business (RESULTS)

Front 110

In e-learning, what is a "release plan?"

Back 110

A plan for when the product will be released, what technology it will require, and restrictions on where it should happen. Plan should be shared with learners attending AND with the people who administrate over the training.

Front 111

Name 6 disadvantages of classroom learning.

Back 111

1.Group-paced instead of individual
2. Requires physical space
3. Requires travel time for some
4. Addresses only the individuals who attend
5. Can be overtaken by the crisis at hand
6. May further divide training and performance support

Front 112

What are some advantages of classroom learning?

Back 112

1. Instructor can gauge emotional reaction and comprehension
2. May be good for learning motor or soft skills
3. Face-to-face with instructor
4. Group interfaces with other learners
5. Feels better to learners who are more comfortable in a traditional environment and/or with others

Front 113

TRUE OR FALSE?

Training and performance support are the same thing.

Back 113

FALSE

Front 114

Name 3 DISadvantages of e-learning.

Back 114

1. Learner may feel it's less personal
2. Mobile workers may feel disconnected without being able to connect
3. Takes time to develop
4. Requires expertise in creating/designing
5. Can be expensive
6. May have technical requirements the organization cannot meet. For example, BANDWIDTH

Front 115

Name 6 advantages of e-learning.

Back 115

1. Individual learner-based
2. Doesn't require more space
3. Can be learner-paced
4. Access to additional online support
5. Joins (geographically) disconnected employees together
6. Can be designed for use anytime/anywhere

Front 116

TRUE OR FALSE?

e-Learning can operate easily as a performance tool because of its adaptability and flexibility of content and structure.

Back 116

TRUE

Front 117

What are some differences between training and performance support?

Back 117

TRAINING: targets lack of knowledge and skills (mostly skills); may be less flexible and adaptable than e-learning

PERFORMANCE SUPPORT: encompasses a much wider possibility of choices that could influence performance.

Front 118

What are some examples of performance support/solutions?

Back 118

Performance support/solutions provide access to information on the job or in the work environment or include the use of job aids.

Front 119

There is evaluation at every level of ADDIE. Explain what is meant by that statement.

Back 119

Every action in ISD models has a counterbalancing evaluation element. These evaluations are done for many reasons:
1. to show retention 2. to ensure satisfaction 3. to measure ROI

Kirkpatrick says there are 4 levels to these evaluations in the ISD models.

Front 120

How might evaluation occur at the analysis phase? Development phase? Design phase?

Back 120

ANALYSIS: Review of data by SMEs and design team
Use of focus groups, surveys, to validate
Key decision makers evaluate resourcesand
constraints
Review of process issues

DESIGN: Objectives and evaluation tasks are
evaluated
Materials and media are evaluated
Deadlines and deliver process are evaluat
DEVELOPMENT: Review of full course
Instructional content eval by learners
and facilitators
Review of deadlines and deliverables

Front 121

What are the 3 major tasks involved in analyzing data?

Back 121

1. Sorting data
2. Tabulating it
3. Comparing raw data with summarized data

(Remember: The data has to be collected.)

Front 122

What is the best way to improve coachability and coaching effectiveness?

Back 122

Instead of focusing on problems and weaknesses, focus on possibilities, strengths and employee's goals.

Front 123

Give some characteristics of coaching.

Back 123

-Just in time personal attention
-One-on-one
-Focused on performance improvement
-Can create cultural change
-Focused on clients issues
-Utilizes learning

Front 124

What distinguishes a masterful coach?

Back 124

That he uses a method(s) to bring about transformational learning.

(Transformation learning - Hargrove)

Front 125

Explain loop learning as popularized by Peter Senge.

Back 125

Coaches support by helping clients through the 3 loops.

SINGLE LOOP - skill focused, incremental change, confined to smaller idea.
DOUBLE LOOP - thinking and behavior-focused; reframing
TRIPLE LOOP - a willing shift to how they see themselves and the world

Front 126

When is coaching the "right" intervention?

Back 126

When expectations are not understood
When tasks are not done to performance standards

Front 127

When is coaching the INappropriate intervention?

Back 127

When there is a lack of resources
When there are unrealistic expectations
When there are too many responsibilities

Front 128

TRUE OR FALSE

"Counseling" and "coaching" are different words for the same thing.

Back 128

FALSE

COUNSELING is suggestive of therapeutic outcomes; coaching is not. COACHING can be used WITH counseling. Coaching focuses on the client and THEIR goals and is client-driven.

Front 129

Outline SOME of the differences/contrasts between:
1. Coaching
2. Consulting
3. Training
4. Counseling

Back 129

COACHING - WHEN and WHY, WHO the client is, and the mind, body, and spirit

CONSULTING - WHAT the client does; cognition, thinking

TRAINING: HOW the client does it; cognition, thinking

COUNSELING: WHY the client does it; emotions, feelings

Front 130

What is the role of the HRD person and the coach when it comes to coaching?

Back 130

They make sure that the needs of the client matches the right discipline when the choices are training or coaching or consulting or counseling or mentoring OR some combination of them all.

Front 131

Essentially, what do coaches do?

Back 131

*Establish trust
*Listen more than talk
*Facilitate thoughts
*Help client figure it out by stepping back and thinking
*Support introspection and reflection
*Teach client to work better with others

Front 132

Why is it that most times third parties make the best coaches?

Back 132

Because outside parties may be seen as having more expertise, hired for only that specific reason, and not a part of the office politics. Outside parties may provide a feeling of security and confidentiality. Outside parties/vendors/consultants are supposed to be unbiased and not interested in office shenanigans.

Front 133

With regard to coaching, what does ICF stand for?

Back 133

International Coach Federation

Front 134

What is "competency modeling?"

Back 134

A process for identifying a list of knowledge and skills required to do a job.

Front 135

The ethical behavior guidelines for WLP pros are broken down into 3 areas. What are those 3 areas?

Back 135

1. Contracting
2. Developing
3. Maintaining

Front 136

The need for coaching as a development tool and performance improvement stimulus has grown because of many external drivers. Explain what is meant by that statement.

Back 136

THEN: Industrial age, people hired for their hands, it was more about control

NOW: Information age, people hired for their minds, more about being coached, people are better educated and less job-security oriented, want to be stimulated and developed at work

Front 137

What is the largest essential skill area for coaches and why?

Back 137

COMMUNICATION.
Because it is the tool the coach actually used to facilitate the client's thinking.

Front 138

What are SOME steps to the coaching process?

Back 138

*Establish and sustain the relationship
*Communicate expectations
*Establish performance goals
*Establish trust
*Encourage development
*Identify resources
*Agree on coaching schedule
*Measure current performance

Front 139

What are components of a great dialogue?

Back 139

-Relevance -Inquiry -Freedom -Connectedness
-Reception -Empowerment -Play

Front 140

Why do people seek coaching?

Back 140

Because they want to explore and improve their effectiveness and learn more about themselves.

Front 141

Explain the Socratic method of asking questions and when it is used.

Back 141

Socrates was a philosopher and did a lot of thinking with his thoughtful buddies. :)
The Socratic method of questioning is used when there is a complex issue/task at hand. The method gives the coach a lot of information and gets the client thinking. Socratic questions require deeper thinking about WHY and HOW. They probe and are open-ended.

Front 142

What are the general steps the coach will take in working with a coachee?

Back 142

1. Get client to self assess
2. Help client determine performance goals
3. Help client describe current challenges to those goals
4. Devise an action plan with the client

Front 143

What is the goal of coaching?

Back 143

Because coaching is focused on WHO the client is, the goal of coaching is to:

ENSURE THE CLIENT PUTS FORTH THEIR BEST EFFORTS TO ACHIEVE RESULTS.

Front 144

What should coaches do to observe, analyze, and act/plan on a client's current performance?

Back 144

When coaches are observing and analyzing current performance and behavior they are doing so to identify problems. The coach focuses on these ideas during sessions:
1. Is client a good match for his/her job?
2. Does client know what is expected of him/her?
3. " " " " tasks are prioritized?
4. " " " have the necessary skill and knowledge
5. What about the client's attitude?
6. What does the client see as obstacles?
7. Is the client being awarded for failure?
8. Does the client get feedback on his/her performance?
What motivates the client?
10. What does the client value?

Front 145

What are some ways coaches can meet with their clients other than face-to-face?

Back 145

*PHONE
*VOIP (SKPE?)
*ONLINE MEETING PROGRAMS (GOTOMEETING)
*EMAIL
*GOAL SETTING AND PMGT SOFTWARE

Front 146

Tie coaching to motivation.

Back 146

Clients who are not motivated to benefit from coaching will not benefit from it. Coaching that improves motivation will the most effective.

(Think Maslow!!)

Front 147

What is the difference between "evaluative" and "developmental?"

Back 147

EVALUATIVE: Focuses on the past; a "grade" on performance.

DEVELOPMENTAL: Focuses on the future and helping the client raise performance.

Front 148

TRUE OR FALSE

Feedback should be given a week after the client's performance so that the client has a chance to reflect on it.

Back 148

FALSE

Feedback is more effective when it immediately follows performance.

Front 149

What are the 5 Rs of effective coaching?

Back 149

1. Respect
2. Reinforcement
3. Recognition
4. Reward
5. Role Modeling

Front 150

What do the evaluator, analyst, and change agent focus on when considering learning?

Back 150

They focus on how much change the learning solutions are likely to produce.

Front 151

How can learning information systems/learning technologies support the organization?

Back 151

By supporting knowledge acquisition, information distribution, information interpretation, and organizational memory. Organizational knowledge goes out the door when veteran employees leave. Learning technologies can help prevent this collective knowledge drain.

Front 152

How does a learning information system support the training manager?

Back 152

By providing support for program administration and the design and delivery of training.

Front 153

What are the 4 types of learning systems?

Back 153

LMS
LCMS
Collaborative Learning Softwar
Learning Support Systems (LSS)

Front 154

What are examples of "collaborative learning tools?"

Back 154

Email, whiteboards, chat rooms, other online presentation tools, computer networks, bulletin board systems

Front 155

What's the difference between an LMS and an LCMS?

Back 155

LMS (Learning Management System) manages LEARNER
LCMS (Learning Content Management System) manages learning CONTENT

Front 156

Define "learning technologies."

Back 156

Electronic technologies that deliver information and facilitate the development of skills and knowledge.

Front 157

WLP pros should focus on these things when setting themselves up as a strategic partner.

Back 157

+Provide service to support the orgs business strategy
+Improve visibility of activities to gain credibility
+Measure results
+Become educated in strategic planning
+educating others in strategic planning

Front 158

What factors drive how org's training programs are created and linked to business goals?

Back 158

How the org defines and measures success

Front 159

What is essential to the evaluation to do before designing and developing the program?

Back 159

Select the measures

Front 160

What is a measure?

Back 160

A standard used to assess the results of a performance solution.

Front 161

What is a business driver?

Back 161

Internal and external forces that direct an org's strategies, goals, business needs, and performance needs.

Front 162

The proper org of a research project to ensure that enough of the right type of data is available to answer the questions of interest clearly and efficiently is called a
______________________________________.

Back 162

Experimental design process

Front 163

What is a "control group?"

Back 163

Participants in an experiment who are equal in all ways to the experimental group EXCEPT for having received the experimental treatment. The control group DIDN'T get the pill.

Front 164

What is a "controlled independent variable?"

Back 164

A variable with levels set by evaluation.

Front 165

Data is either______________________or_____________________.

Back 165

RAW or SUMMARIZED

Front 166

What is a "sample?"

Back 166

A portion of the population an evaluator is interested in collecting data from.

Front 167

Why use an HPI model?

Back 167

to make sure that a thorough method is followed; that steps are not unintentionally skipped. Being familiar with several types of models gives the HPI pro some choices.

Front 168

What is the driving force behind the HPI process?

Back 168

The business analysis because it reveals the business mission, vision, and goals that the performance has to align with.

Front 169

Where in the HPI process are goals for the process developed?

Back 169

Business analysis phase.

Front 170

Why must goals be measurable?

Back 170

To track progress and evaluate/calculate/measure results.

Front 171

Why do we do a business analysis?

Back 171

To provide a better understanding of the organizational strategy and business environment.

Front 172

Why do a performance analysis?

Back 172

To discover the desired performance, the actual performance, and the gap between the two. THIS PHASE IS NOT TO SPECIFICALLY POINT OUT PROBLEMS BUT IS AN OBJECTIVE LOOK AT WHAT IS SUPPORTING OR HINDERING PERFORMANCE.

Front 173

Before starting the performance analysis, the HPI practitioner must do the performance______________________.

Back 173

CONTEXT - everything that there is to know about in what context the performance is happening and what could possible influence it. Again, this is not about finding the "wrong" but about taking an objective look at "WHAT IS."

Front 174

TRUE OR FALSE

Gap analysis is a part of performance analysis and forms the basis for the next steps in the process

Back 174

TRUE

Front 175

TRUE OR FALSE

The HPI pro has to select the best intervention for the client and explain through a coaching session why it should be the choice.

Back 175

FALSE

The HPI pro should recommend interventions with details to enable the client to select the one with the greatest business impact and that he/she (the client) is comfortable with. After all, the client's business will be affected by the choices.

Front 176

Define the 2 types of evaluation.

Back 176

Both clarify evaluation but they are used for different reasons.

FORMATIVE (Think "forming): Seeks to improve a solution; testing to see if the solution IS working

SUMMATIVE (Think of "sum"): Determines the effect the solution had on the org.

Front 177

What do Rummler-Brache claim with their model? What's at the heart of the matter (model)?

Back 177

Their model describes performance at 3 levels: ORGANIZATION, PERFORMANCE, JOB/LEARNER
They claim that optimal performance is obtained when all 3 levels work in harmony. At the heart of their model is SYSTEMS THINKING.

Front 178

What 3 triggers might indicate that a performance improvement might be in order?

Back 178

1.Inadequate performance
2. Intro of something new
3. Increased expectations

Front 179

Within each level of performance (Rummler & Brache's model) what does the HPI pro need to consider?

Back 179

Goals
Design

Management

Front 180

TRUE OR FALSE
Thomas Gilbert is considered the father of human performance technology.

Back 180

TRUE

Simply put, Gilbert's work was about what 3 things outside and what 3 things inside affect performance.

Front 181

What causes more performance issues?

ENVIRONMENT OR INDIVIDUAL

Back 181

ENVIRONMENT

Front 182

What do WLP professionals do when it comes to offering interventions?

Back 182

They try to fix individuals instead of the environment.
:(
Environment causes more performance issues that the individual

Front 183

Is it cheaper to fix the environment or the individual?

Back 183

The environment

Front 184

What is "systems thinking?" How can the WLP pro use it?

Back 184

Systems thinking is a way of looking at an org as a network or interdependent components; holistic. WLPs use systems thinking to consider the best place in the system to intervene so as to affect the largest, positive change.

Front 185

What are some principles behind systems thinking?

Back 185

1. Break the problem into smaller parts.
2. Look for the best place to make the biggest impact.
3. Set boundaries so the focus stays clear.
4. Systems can be influenced internally and externally; most are dynamic.

Front 186

What are 4 practices that, like systems thinking, look at all aspects of a system?

Back 186

1. Ladder of inference: stresses that different people respond differently to things and this affects system
2. Cause & effect: finds the root cause imperative
3. Appreciative Inquiry: re-frames the negative to affect positive results; focuses on positive and vision
4. Open space technology: arranges meetings where people can express opinions and discuss options; by showing the "party" where most people are interested, WLP can see where the most important topics are.

Front 187

What global factors have effect on org systems?

Back 187

*Economic situation (financial forecast, pricing, currency)
*Social interactions (rules of engagement, social norms)
*Traditions (community holidays, celebrations)

Front 188

What is "expatriate training?"

Back 188

Training to more easily transition an expatriate (employee assigned to work in another country) to their new country assignment and to better transition them BACK into their home country upon job completion or transfer.

Front 189

What are 4 types of emotions employees could feel during a merger or acquisition?

Back 189

1. Disengagement (I'll just cover up with my blanket.)
2. Disidentification (Where's my blanket!?)
3. Disorientation (Why do I have this blanket anyway?)
4. Disenchantment (I didn't need that stupid thing anyway!)

Managers need to understand and support employees through these stages/emotions.

Front 190

What is "industry knowledge?" Why do HPI pros need to know this?

Back 190

Knowledge of what's going on the larger context; the backdrop for the organization's function, choice of goals, et. Al

To effect the best changes possible that will improve results.

Front 191

What is "broad company knowledge" and why do HPI pros need to know this?

Back 191

Knowledge of the org's entire system; information to inform this is found in the business analysis. HPI pros need to know this to identify important business goals and where things aren't being achieved.

Front 192

What topics does broad company knowledge cover?

Back 192

*industry segment (to what part of the industry does it belong)
*org structure
*formal and informal power structures
*knowledge transfers

Front 193

What is "business awareness?"

Back 193

Awareness of how the org might affect its own industry, knowledge of MAYBE and GONNA BE and THEY'RE HERE! changes, access to top management and strategic involvement with it.

Front 194

What are "system archetypes?"

Back 194

An archetype is a statement, pattern of behavior, or prototype upon which other statements, patterns of behavior, or prototypes are based. (Commonly referred to as GROUP LABELS or TEMPLATES)

In systems, archetypes describe the type of system and gives the HPI pro insights into behavior of the org.

Front 195

What are 4 things that can affect an org's group dynamics?

Back 195

1. Behavioral styles and personalities
2. Power and influence strategies
3. Organizational culture
4. Expertise
5. Group facilitation strategies

Front 196

TRUE OR FALSE

People = Group dynamics

Back 196

ALWAYS TRUE
Whenever people interact to do whatever it is they do, there are dynamics that go on. Dynamics play a large part in setting goals, solving conflicts, making decisions, communicating, and providing leadership.

Front 197

Industry knowledge is found out about in what phase?

Back 197

Business analysis

Front 198

When thinking about industry knowledge, what two industry factors are really important for the HPI pro to consider?

Back 198

Competitive Environment (what the competition is doing, the latest and greatest technology)

Compliance Issues (health, welfare, and financial requirements by region, industry, or country)

Front 199

What are some rules to follow when practicing INCLUSION?

Back 199

*Collective waxes individual in orgs
*Establish clear communication
*State and observe timelines
*Maintain focus on goals
*Define roles
*Build relationships around the project
*Ensure team stays connected to regular work
*Be familiar with cultural differences
*Establish code of conduct

Front 200

Irving Janis coined the term "groupthink." What does this term mean?

Back 200

Thinking that causes groups to make irrational or bad decisions; that causes members to think "like the group" out of fear, complacency, retaliation, confusion...

Front 201

How does the HPI pro avoid "groupthink?"

Back 201

1. Assign a "devil's advocate" to argue.
2. Create ways to have anonymous feedback
3. Establish an "appeal to the outside" process.
4. Use a method to reach decisions.

Front 202

Name some decision-making PROCESSES that help participants avoid "groupthink."

Back 202

*BRAINSTORMING
*NOMINAL GROUP TECHNIQUE
*AFFINITY & INTERRELATIONSHIP DIAGRAMMING
*GENERIC DECISION-MAKING PROCESS

Front 203

What's DiSC?

Back 203

A behavioral style profiler originated by William Marston.

It delineates 4 types of behavior styles:
D - Dominance (direct and decisive)
i - Influence (optimistic and outgoing)
S - Supportive (sympathetic and cooperative)
C - Conscientious (concerned and correct)

Front 204

What is "experiential learning?" What are the steps to experiential learning?

Back 204

Learning where participants respond to a problem and get the key learning points; immerses participants in an experience to discover information.

1. Introduce learning objective
2. Introduce the problem to be solved
3. Debrief and discuss to reach conclusions
4. Reinforce learning points with more details
5. Introduce second problem if time and needed
6. Group summarizes key learning points or solutions

Front 205

How many stages does the Tuckman model have? What does the model describe.

Back 205

FIVE

Model describes the team's MATURITY/DEVELOPMENT level as it relates to these stages.
1 FORMING 2 STORMING 3 NORMING 4 PERFORMING 5 ADJOURNING

Front 206

Explain the levels of the Tuckman model.

Back 206

FORMING: output low, uncertainty, reliance on past, avoid controversy, look to team leader for direction

STORMING: output still low, conflict/competition surfaces, some hostility and defensiveness, power struggles, cliques

NORMING: output moderate to high, more cohesion, come to goals, negotiate, managed differences of opinion, established rules

PERFORMING: output very high, morale high, identity complete, members task and people oriented, high trust, unique talents encouraged, innovate and experiment with solutions, self-lead, true independence

ADJOURNING: "It's been real!" but we're done and moving on

Front 207

What is "Cog's Ladder?" How is it different from the Tuckman model?

Back 207

Cog's Ladder is another team development model. It's less linear than the Tuckman model.

HAS 5 STAGES:
Polite Purpose Bid for Power
Performance Progress Synergy

Front 208

TRUE OR FALSE

Facilitation is supposed to make learning challenging for learners.

Back 208

FALSE

If challenging means difficult, then the statement is false. Facilitation is supposed to make learning easy.

Front 209

How does an HPI pro define "facilitation?"

Back 209

Facilitation (or process facilitation) for the HPI pro means helping performers, performers' managers, process owners, and stakeholders to discover new insights and work to make positive changes in the organization.
ALL ABOUT HUMANS - ALL ABOUT PERFORMANCE - ALL ABOUT IMPROVEMENT

Front 210

With what 3 topics should the HPI pro be familiar?

Back 210

1. How to handle dysfunctional team members
2. Tools that aid/facilitate team development
3. How to storytell

Front 211

What kinds of things does a facilitator do?

Back 211

1. Coach
2. Attend meetings
3. Consult
4. Monitor dynamics, diagnose problems, make interv
5. Promote idea of "team"
6. FACILITATE TEAM IN ITS DEVELOPMENT

Front 212

When does the HPI pro begin to employ sound/strong facilitation to help the team develop as a team?

Back 212

From the very beginning - in the business analysis phase - and continue through the entire process

Front 213

What are people's responses to conflict?

Back 213

People have different responses to conflicts
1. Competing
2. Accommodating
3. Avoiding
4. Collaborating
5. Compromising

Front 214

What is the difference between a collaborative response to conflict and a compromising response to conflict?

Back 214

COLLABORATIVE seeks to work with others to find a solution that MOSTLY/FULLY satisfies all interests

COMPROMISING seeks to split the difference in way that PARTIALLY satisfies all participants

Front 215

Name some TRUTHS about conflict.

Back 215

There is no superior or inferior response to conflict.
There are times when ALL the responses will be respectively appropriate. People may respond differently at home than at work. Conflict response is a learned behavior. Facilitators should know their OWN response to conflict pattern.

Front 216

Why are roles important to group facilitation?

Back 216

Roles define function and set forth expectations as to how long that role will last. They set forth clear expectations and can lessen conflict if they are written down for all to see.

Front 217

What are some tools facilitators can use to ensure effective and productive meetings?

Back 217

Listen purposefully
Have an agenda (and share before the meeting)
Open the discussion with a summary
Post meeting expectations/goals on the wall (elsewhere)
Summarize what speakers say
Use brainstorming to expand possibilities
Build consensus/agreement
Close with reality check to ensure all know what to do

Front 218

Why tell stories when facilitating?

Back 218

People like stories and tend to remember them. Facilitators use stories to reflect on past, understand meaning, and to send key messages to the audience.

Front 219

What are some types of questions facilitators can use?

Back 219

Open-ended
Closed-ended
Hypothetical
Socratic

Front 220

What is another name for the Socratic questioning method? What can Socratic questions be used for?

Back 220

Dialectical approach

Socratic method especially useful in business analysis, performance analysis, or root cause analysis because the HPI pro can delve deeply into issues with these type questions.

Front 221

Explain Socratic questioning.

Back 221

Based on idea that incomplete or inaccurate ideas will be corrected during the process of disciplined questioning and would lead to more truth and accuracy. These types or questions can be used to gain more understanding about an org.

Front 222

What is "nominal group technique?"

Back 222

Technique is which ideas are generated silently and then offered in round-robin format, discussed for clarification and then ranked in order of SOLUTION IMPORTANCE. THIS METHOD SHOULD BE USED WHEN THE FACILITATOR WANTS TO MAXIMIZE DOING THE TASK AND MINIMIZE CONFLICT AND PRESSURE TO CONFORM.

Front 223

After opening the meeting with a summary, what are the 10 stages of managing a meeting?

Back 223

1. Adopt ground rules 2. Identify issues
3. Record issues 4. Prioritize issues
5. Share info 6. Brainstorm solutions
7. Refine options 8. Define points of agreement
9. Do reality check 10. Confirm agreement

Front 224

TRUE OR FALSE

Facilitators should encourage participants to share information.

Back 224

TRUE

If participants share perspectives they hear each other's viewpoint and motives. Solutions have to be about addressing people's interests rather than arguing about who's right and who's wrong.

Front 225

TRUE OR FALSE

Because HPI is about HUMAN improvement, in process mapping, it focuses on what people DO instead of accomplishments.

Back 225

FALSE

At the end of any point in the process map, outcomes are looked at as accomplishments or "the THINGS that get done."

Front 226

When should process mapping occur?

Back 226

Before process redesign is implemented.

Front 227

Why do HPI pros use process mapping?

Back 227

To diagram a process from beginning to end; to understand the process; to identify appropriate benchmarks for measuring process improvement results;to understand the interrelationships of the process; to see how the intervention might affect other processes in the system.

Front 228

What things are included in a process map?

Back 228

Inputs (where it starts)
Tasks (required to perform the process)
Decision points (where decisions are made)
Outputs (at the end of the process)

Front 229

What is process redesign?

Back 229

An intervention to change the flow of activities or decisions; associated with generating a specific business output

Front 230

What are the 4 components of a process?

Back 230

1. Inputs
2. Process controls
3. Outputs
4. Resources

Front 231

TRUE OR FALSE

To begin a process intervention, the HPI pro must conduct a process-level gap analysis.

Back 231

TRUE

The gap analysis produces results that identify the component(s) of the process that need attention.

Front 232

TRUE OR FALSE

The HPI pro never has to draw in the supplier on the front end and the customer on the back end.

Back 232

FALSE

Sometimes the HPI pro HAS to drawn the supplier in the front and the customer in the back bec/ sometimes defective suppliers materials or unclear customer expectations turn out to be root or contributing causes!!

Front 233

Problem-solving or process improvement models, flowcharts, process control systems, and the collection, organization, and reporting of data and info are ALL
___________________________________.

Back 233

Interventions the HPI pro can apply to process improvement

Front 234

What does PDCA stand for in process improvement?

Back 234

PDCA is the name of a process improvement model that includes:
PLAN
DO
CHECK
ACT

Front 235

Why use a process improvement model?

Back 235

To provide a REPEATABLE sequence of steps for a team to follow

Front 236

What is one of the main reasons teams encounter difficulty in dealing with problems is that they fail to follow an organized procedure. What is a generic problem solving model they could use?

Back 236

1. Define the problem
2. Research and analyse the problem
3. Establish a checklist of criteria for evaluating solutions
4. List possible alternatives
5. Select best alternative and discuss implementation
6. Monitor implementation and modify if required

Front 237

Why do we use HOW, WHERE, WHO, WHEN, and WHAT questions in process improvement?

Back 237

HOW: process
WHERE: location
WHO: people involved
WHEN: time
WHAT: sort process and content

Front 238

VOTING, CONSENSUS VOTING, POLL TAKING, NOMINAL GROUP TECHNIQUE are all examples of_____________________________________.

Back 238

Decision making processes

Front 239

What are 3 types of effective listening?

Back 239

A key tool in observing a group and gathering information is LISTENING. 3 types are:
1. Passive: no interaction w/ speaker (radio)
2. Attentive: some interaction w/ speaker (lecture)
3. Active: high interaction w/ speaker (*really* listening)

Front 240

Why are open-ended questions used?

Back 240

To gain more information; to explore
There's no correct answer to them.
Lets responder express thoughts, feelings, ideas

Front 241

What is a closed-end or direct question?

Back 241

One that is aimed at getting details out; excellent for confirming data; check for understanding and consensus

Front 242

What are Socratic questions good for?

Back 242

Delving deeper into an issue trying to gain understanding about an organization

Front 243

What defines a "project?"

Back 243

It has a distinct beginning and end.

Front 244

What is a "process?"

Back 244

It has no specific end point. Another word for "process" is "ongoing operations."

Front 245

What is a "maintenance process" in project management?

Back 245

Ongoing set of activities that may maintain and enhance project

Front 246

What does project management do?

Back 246

POC

Plans
Organizes
Controls

Front 247

What are the steps and tools in the PM process?

Back 247

1. Select a strategy for the objective
2. Divide tasks into subtasks and units (use WBS to detail
3. Determine standards for measuring the accomplishment of each subtask (specifications)
4. Develop a time schedule and sequence (use GANTT charts and program evaluation review technique PERT)
5. Estimate costs of each task and subtask; make a budget
6. Design staff organization (# of people it will take, their duties and necessary training)
7. Develop policies and procedures that will be in effect during the life cycle of the project
8. Acknowledge predetermined parameters imposed by customer or org (military standards/specifications)

Front 248

Success in org change is directly proportionate to the level of effective __________________________.

Understanding the art of effective communication is the foundation for_____________________________.

Change is __________________________.

Back 248

COMMUNICATION

CHANGE

LEARNING

Front 249

TRUE OR FALSE

Interpersonal relationships are at the heart of networks.

Back 249

TRUE

Front 250

Listening and speaking make a __________________process.

Back 250

DYADIC

Front 251

Information theory is also called____________________theory.

Back 251

communication

Front 252

Information theory revolves around specific components.
What are those components?

Back 252

Environment
Information
Message
Sender
Noise or filter
Receiver
Feedback

Front 253

What is knowledge management?

Back 253

Management of the knowledge/information combination of org culture, strategic goals, individual needs, and expertise of people; systematic management of intellectual capital and org knowledge to bring about improved organizations. Getting the right info to the right people at the right time.

Front 254

What is information sharing?

Back 254

People/entities sharing information with each other so that the workforce can collaborate, mentor, and socialize to inform others.

Front 255

Contrast "training" and "knowledge."

Back 255

TRAINING: meant to instruct; require interruption from work to attend; program defines content, goal is to transfer knowledge or skill

KNOWLEDGE: to inform, requires less interruption than training, user-defined, resource for users.

Front 256

What is "performance support?"

Back 256

Usually a tool that supports effective performance by assisting completion of a task.

Front 257

Explain the "DATA - INFO - KNOWLEDGE" hierarchy.

Back 257

DATA is raw and feeds INFO
INFO has meaning and feeds KNOWLEDGE
KNOWLEDGE takes INFO, analyzes it, and takes action

Front 258

Define:

TACIT KNOWLEDGE and EXPLICIT KNOWLEDGE

Back 258

TACIT KNOWLEDGE: in your head; from experience; beliefs, values

EXPLICIT KNOWLEDGE: documented; shared with others

Front 259

TRUE or FALSE
Knowledge management can turn EXPLICIT knowledge into TACIT knowledge.

Back 259

FALSE

A strategy of knowledge management is to use an electronic knowledge base to turn TACIT knowledge into EXPLICIT knowledge - something that others can benefit from instead of being in one's head.

Front 260

What is a "community of practice" and what are some examples of one?

Back 260

a group of employees who share a common interest and want to share the experience of whatever they are "practicing."

EXAMPLES: chat boards, bulletin boards, message boards.

Front 261

TRUE OR FALSE

As long as SOMEONE has the process in their head (tacit knowledge), information will not be lost.

Back 261

VERY FALSE!

In order for an org to become a "knowledge transfer" org, it has to have an electronic (preferably), common repository for the knowledge that is NOT SOMEONE'S HEAD! :)

Front 262

To what does "best practice" refer?

Back 262

It means the best technique that produces excellent outcomes in a particular field. "Best practice" offers the proven way to do something that returns best outcome - not something that is intuitive. The goal of best practice is continuous improvement.

Front 263

What is TQM?

Back 263

Total quality management

Front 264

Knowledge can be viewed TWO ways. What are those TWO ways.

Back 264

Knowledge is an object.

Knowledge is a process.

Front 265

Best practices establish benchmarking in order to
_______________________________________________________________________________________________________________________________.

Back 265

To measure progress/improvement. Benchmarking helps organizations to manage change and performance improvement. Benchmarking may be process oriented, performance oriented, or strategically oriented.

Front 266

What are some ways that orgs capture and share best practices?

Back 266

Collaborate
Chunk info
Readability
Personification
Pursuit and exploit
Measurement for performance improvement

Front 267

What are some examples of presentation methods?

Back 267

Teleconferencing
CBT
Audio
Electronic text
EPSS
Groupware
3D modeling
Virtual reality
Interactive TV
Online help

Front 268

Emblems, illustrations, affect displays, regulators, and adaptors are all types of __________________________(3 words.)

Back 268

Body language

Front 269

When talking about cultural differences, what does "contexting" mean?

Back 269

How a message is delivered and under what circumstances

Front 270

What 4 psychological variables affect how members of a culture think and express themselves?

Back 270

1Social organization
2Contexting
3Authority
4Concept of time

Front 271

What 4 things influence intercultural communication?

Back 271

Language and speech
Environment/place
Psychology/thought processing
Nonverbal communication

Front 272

Many environment-related differences are based on _________of______rather than on culturally intrinsic____________________.

Back 272

lack of knowledge
values

Front 273

What does this define?

The underlying assumptions, beliefs, attitudes, and expectations shared by an organization.

Back 273

Culture-corporate (organizational)
Culture is a social legacy.

Front 274

Harrison Trace and Hanice Beyer say that cultures share six major characteristics. What are those 6 characteristics?

Back 274

Collectiveness - one for all, commonly held beliefs
Emotionally charged-cultures come about in the first place to help people feel safe and to reduce anxiety
Historically based - cultures come from a group whose members share a special set of circumstances; evolve over time
Inherently symbolic - cultures have symbols
Dynamic - are always changing
Vagueness - all about not being clear; full of confusion

Front 275

TRUE or FALSE

An organization will not change its culture despite a catastrophic event.

Back 275

FALSE

Organizations decide to change their cultures because of specific events or circumstances.

Front 276

What's the difference between a "presentation" method and a "distribution" method?

Back 276

Presentation method is a "generic" how the instruction/information is going to be presented.

Distribution is "specific" to how the instruction/information is going to be "put" out there.

Front 277

What is a distribution method? Give 5 examples.

Back 277

The ways designers DELIVER the instructional methods.
1LAN/WAN
2Web
3Internet
4Intranet
5CD-ROM
6Telephone

Front 278

What is instruction?

Back 278

It promotes learning through a set of events developed to initiate, activate, and support learning.

(Those events could be distributed via audiotape, CD/DVD, voice mail, email, telephone, LAN/WAN, satellite TV)

Front 279

What are instructional methods? What are some examples?

Back 279

Techniques designers use to link objectives with learners. (In an old school lesson plan, they would be called "methods" for getting the learner to meet the objective.)

Examples: role plays, case studies, demos, games, readings, simulations, lectures, programmed instruction

Front 280

Define "proxemics."

Back 280

The relationship of people's position in space.

Front 281

What % of the spoken or written word do learners retain?

Back 281

15%

Front 282

What kinds of things could diminish listeners listening to the speaker?

Back 282

Speaker has strong accent
Has speech difficulties
Is reluctant to convey the message
Is not well prepared
Lacks the vocabulary on the subject

Listeners could also be distracted by internal things like pressing issues, lacking pre-existing knowledge needed, or hearing loss...

Front 283

WLPs have to plan for cultural portability. What does this mean?

Back 283

That materials and software applications have to be multilingual and multicultural from the start and be kept reasonable neutral.

Front 284

In types of body language, what are these things?
EMBLEM
ILLUSTRATOR
AFFECT DISPLAYS
REGULATOR
ADAPTOR

Back 284

EMBLEM: nonverbal signals; translatable to words (thumbs up)
ILLUSTRATOR: reinforces what speaker is saying; movements that accompany the spoken word (pointing toward someone when angry with them)
AFFECT DISPLAYS: emotional meaning; conveys meaning (rolling eyes, smiling)
REGULATOR: used to control the conversation (nodding affirmatively or not)
ADAPTORS: movements used to fulfill a personal need; sometimes does is unaware (pen clicking)

Front 285

What is an instructional system?

Back 285

A network of components that fit together to ensure that the learning objective is met. The system includes the learner, designer, information, materials, technology - all inputs and outputs.

Front 286

With regard to adult learners, Knowles' work tipped the scale from a___________________________-centered approach to a _______________________-centered approach.

Back 286

Content

Learner

Front 287

What dictates your presentation strategy?

Back 287

Type of learning
Audience
Demographics profile
No. of learners
Media
Budget
Physical site

Front 288

Name some delivery systems or platforms.

Back 288

Classroom
Instructor-led
On the job
CBT
Distance learning
Teleconferencing
Multimedia
Seminars

Front 289

When do you definitely want to use didactic methods?

Back 289

When time for learning is limited an/or unskilled performance is dangerous or legally risky.

Front 290

What are "presentation strategies?"

Back 290

The steps taken to present the instruction.

Front 291

TRUE or FALSE

In distance learning, use of electronic media is required.

Back 291

FALSE

Use of electronic media in distance learning is not necessarily required.

Front 292

Why does the WLP pro want to understand the "ins and outs" of delivery options?

Back 292

1. To have more control over the presentation.

2. To be able to make recommendations on the appropriateness of an option for a particular goal.

Front 293

TRUE or FALSE

Instructional methods are confined to a specific type of learner.

Back 293

FALSE

The definition of Instructional methods is:

Instructional methods are used to link learner with objectives and subject matter.

Front 294

In ADDIE, implement means more than just "teach the class." What else does it mean?

Back 294

*SCHEDULING
*ENGAGING INSTRUCTORS
*BOOKING CLASSROOMS
*SECURING EQUIPMENT
*REPRODUCING MATERIALS
*UPDATING INTRANET CLASSES/CONTENT

Front 295

TRUE OR FALSE

The "develop" phase of ADDIE turns design plans into class/course materials.

Back 295

TRUE

Front 296

What are some things to consider when deciding appropriate presentation strategy?

Back 296

- Instructor's skills and style
- Audience
- Type of learning (KSAs)
- Budget
- Physical site
- Media/Technology
- Learning Styles
- Demographics
- No. of Learners

Front 297

What is an advantage of using round table seating? U- shaped?

Back 297

ROUND - gives participants a place to put books, papers; intimate relationship w/o vulnerability (table provides space and idea of some distance.)

U-SHAPED - used in seminars; promotes sense of equality; opening provides place for instructor and scribe

Front 298

Electronic presentation can take many formats and these formats can be distributed using specific methods.

Name 3 examples of presentation methods/formats and their respective distribution method.

Back 298

PRESENTATION DISTRIBUTION
1. Audio Intra, internet, telephone
voice mail, CD, audiotape

2. EPSS LAN/WAN, inter/intranet
CD/ROM, DVD

3. Video Satellite TV, cable,
LAN/WAN, inter/intranet,
videotape, CD

Front 299

What is LAN?

What is WAN?

Back 299

LAN: network of computers that are connected in a limited area

WAN: network of computers that are connected in a wide geographical area; a telecommunications network

Front 300

What is SDL? When should it be used? When should it NOT be used?

Back 300

SELF DIRECTED LEARNING (SDL)
The facilitator is removed from this learning and so the learners must be really responsible and able to apply self directed behaviors. Content is mostly cognitive and requires a certain amount of literacy. SDL designs rely more on objectives and criterion-referenced eval than classroom design.

Front 301

TRUE or FALSE

Whenever possible, an EPSS should be used instead of training when there is a knowledge or skill deficiency.

Back 301

TRUE

EPSSs could be databases of job/task related info, easily accessible, could problem solve, offer tutorials, calculators, wizards - all intended to answer an immediate need for information related to knowledge and skill.

Front 302

TRUE or FALSE

An EPSS is a job aid.

Back 302

TRUE

It is a comprehensive, computer-based job aid.

Front 303

When should you use job aids?

Back 303

All job aids don't work in all environments and especially where decisions have to be made immediately w/o a lot of response time. Use job aids when a task:

1. has relatively low frequency
2. is highly complex
3. has a high consequence for error
4. is likely to change in the near future

Front 304

Why is a job aid called a "cheat sheet?" What is the purpose of a job aid?

Back 304

Job aids reduce learner recall and error by providing an on-demand, correct answer about a task and its steps.

A Job aid is a "cheat sheet" because the learner doesn't have to "think of" or "make up" the answer, it is provided right in the aid.

Front 305

TRUE or FALSE

All blended learning solutions require a communication and marketing plan before deployment.

Back 305

TRUE

Blended learning can optimize training resources and accommodate many objectives. For people to understand and buy into blended learning for any project, a marketing and distribution plan is required.

Front 306

What are the two basic techniques for delivering VIDEO and AUDIO content?

Back 306

- downloadable/downloading

- streaming

Front 307

TRUE or FALSE

If you want to increase sound quality, you have to reduce the size of your sound files.

Back 307

FALSE

Reduced sound quality = reduced file size

(and vice versa)

Front 308

What is asynchronous WBT?

What is synchronous WBT?

Back 308

ASYNCHRONOUS web-based training (WBT) is self-directed for the learner; may or may not involve the instructor. If there is an instructor, the learner may or may not be online to receive the "lesson" at the same time as the instructor is conducting/delivering it.

SYNCHRONOUS WBT is when the instructor and the learner share in the learning experience at the same "real time."

Front 309

What is a "plug-in?"

Back 309

Mini-software application (app) that lets a person view or play audio or video clips on the web.

Front 310

What is another term for web-based training?

Back 310

Online learning

Front 311

What is an EPSS?

Back 311

Employee Performance Support System

(a computer application tied to another application intended to guide learner through a (learning) task)

Front 312

What drives the trend toward WBT?

Back 312

It saves TIME and MONEY.
Accessible for learners
Self-directed for learners

Front 313

What are some examples of e-learning?

Back 313

Audio/Video
CD/DVD
Inter/intranet
Chat rooms
Message boards
Satellite broadcasts
CBT

Front 314

What is "distance learning?"

Back 314

a situation in which the facilitator and participants access the learning content but are GEOGRAPHICALLY distant from one another. They may or may not communicate with each other.

Front 315

What is "blended learning/"

Back 315

a combination of various presentation formats/media in one curriculum

Front 316

How 3 things does a facilitator do to help an adult learn (Elaine Biech)?

Back 316

Make the environment safe, comfortable, and welcoming.

Encourage participation

Facilitate more than lecture

Front 317

According to Elaine Biech, how should a facilitator prepare for a presentation?

Back 317

- Know the learning objectives
- Learn the material
- Practice the delivery
- Prepare questions ahead of time to stimulate learning

Front 318

The learner comes to training having questions about what's going to happen, how, and with whom. The facilitator should answer those questions at the beginning of the session so that safety and comfortableness can be established right from the start. WHAT SHOULD THE FACILITATOR BRING OUT AT THE BEGINNING?

Back 318

Learners need to know:

1. Introduction to each other
2. Session/class objectives
3. What techniques will be used/activities
4. How the learning and the session will be evaluated
5. Agenda

Front 319

What's the difference between an "icebreaker" and an "opener?"

Back 319

ICEBREAKER: introduces participants to EACH OTHER; intended to get participants immediately involved and comfortable

OPENER: bridges the participants to the content; introduce participant to the CONTENT

Front 320

Why is the closing to the training session so important?

Back 320

Because people usually remember most the last thing that happened.

Front 321

How can the facilitator gain the attention of the participants right from the start?

Back 321

* Present a compelling graphic/statistic
* Ask a provocative question
* Make a provocative statement
* Give a unique demonstration
* Show how something really relates to work

Front 322

TRUE or FALSE

A facilitator should walk toward participants as a question is asked.

Back 322

TRUE

This encourages participants to continue speaking.

Front 323

TRUE or FALSE

A rule of thumb is for the facilitator to dress as formally as the most formally dressed participant in the room.

Back 323

TRUE

Facilitators should "look the part" of being knowledgeable, confident, and professional.

Front 324

Name some facilitation techniques.

Back 324

Asking questions
Silence
Question & answer sessions
Transitions
Active listening

Front 325

What are some things facilitators should remember when presenting?

Back 325

Listen
Be aware of pace
Check in on participant comprehension
Don't judge
Support the process
Smile

Front 326

How can a facilitator assess participants
needs before the training?

Back 326

By conducting an "on-the-spot" pre-assessment during the icebreaker or opener. Tests, polling and questioning could also be used.

Front 327

Since tasks involved in delivering face-to-face and online training are nearly the same for both, what is the MAIN difference between them?

Back 327

Technology.

WBT classes can cover hundreds if not thousands of miles of geographic space and it is highly possible that the facilitator never sees the participants face to face.

Front 328

How does a facilitator overcome some of the negative feelings of "distance" when delivering a synchronous, WBT class through a webinar?

Back 328

Keep the participants engaged by asking questions often, reading the answers posted, and bringing one or two of those answers to connect to the content.

Because the participant has to THINK THEN TYPE an answer, the facilitator will need to pause to allow time to do that. Thus, duration of the class will be extended longer than face-to-face format.

Front 329

How does a facilitator keep the MIND of the learner interested and involved?

Back 329

Encourage participation
Use cards for the shy ones
Switch roles with them; let them be the facilitator
Praise those that participate; get them to repeat it
Get them on their feet
Use body language
Let dialogue happen
Remove tables

Front 330

TRUE or FALSE

The drop out/incomplete rate is much higher for online classes than face-to-face classes.

What could be done to reduce this rate?

Back 330

TRUE
Make the learning interactive and stimulating, give frequent feedback, give completion certificates/points for attending, send personalized messages to those that aren't cutting it, chunk the course/class into short segments that can be completed quickly.

Front 331

TRUE or FALSE

Most people read 25% faster online than they do the printed page.

Back 331

FALSE

Reading speed in decreased 25% when reading online.

Front 332

What are some advantages (the 4 words that start with "I") to online communication?

Back 332

Image oriented
Immediate
Intimate
Interactive

Front 333

Since images hold the messages in online learning programs and images are easier to understand than text, how should a designer use images when designing an e-learning class?

Back 333

Represent numeric data with charts and graphs
Represent concepts with ideas or a pic instead of words
Emphasize text by highlighting, boxing, or color
Use visuals the right way

Front 334

TRUE or FALSE

A visual should immediately follow its reference in text.

Back 334

TRUE

A picture is worth a thousand words but a few words of explanation ensure clear comprehension of the picture.

Front 335

In online classes, the interaction is between the learner and the computer. Therefore, interaction must be effective. How does the designer create interactive communication between the online class and the learner?

Back 335

- Ask questions that the learner can answer by typing or clicking.
- Give some navigation choices.
- Give feedback on an answer.
- Do drag and drop
- Bulletin boards
- Listservs

Front 336

Why is "white space" needed in a printed or online presentation of information?

Back 336

To give the eyes a place to rest and not "confuse" the content.

Front 337

When are some training aids/visual aids that the trainer can use for an in-class session?

Back 337

Slides
Flip charts
White boards
Projector screens and projectors
Overhead projectors
Presentation software (PowerPoint)

Front 338

What are the advantages of using these visual aids?
Slides
Flip charts
White boards
Overhead projectors
Presentation software (PowerPoint)

Back 338

SEE TABLE 7-3 (p. 67 - Delivering Learning)

Front 339

When should these visual aids NOT be used?
Slides
Flip charts
White boards
Overhead projectors
Presentation software (PowerPoint)

Back 339

SEE TABLE 7-3 (p. 67 - Delivering Learning)

Front 340

What is David Kolb known for? What did he say?

Back 340

Known for his research in experiential learning. Says there are 4 PROGRESSIVE STAGES (modes) of learning that people go through. Says there are 4 types of learning styles that are associated with 1 or more of the 4 stages/modes.

STAGE MODES LEARNING STYLE
1 Concrete Experience Accomodator (DO)
2 Reflective Experience Diverger (OBSERVE)
3 Abstract Conceptual Assimilator (THINK)
4 Active Participation Converger (PLAN)

Front 341

Why are organizations becoming increasingly more interested in analyzing their business processes and in their health?

Back 341

Global competition and maturing markets are the reasons WHY organizations are becoming more aware of what they waste and needlessly repeat (THESE THINGS COST $!!!)

Front 342

Why do WLP pros have to have measuring and evaluating skills?

Back 342

Because it is only through M&E that WLPs can prove the relevance of learning to organizational goals and strategies. Just like any other effort or strategic partner, the learning has to show itself to be of value to the bottom line of the business.

Front 343

Why does training have to include evaluation?

Back 343

Evaluation proves the value of training.

Front 344

With regard to training, when does the evaluation process start?

Back 344

At the beginning; in the ANALYSIS phase. Evaluation has to occur in the beginning because the learning that occurs AFTER the training has completed has to be compared to a baseline that was established at the start. "You cannot know how far you've traveled unless you know from where you started."

Front 345

Why is training evaluated?

Back 345

Evaluation is done to:
1. Determine business impact/ROI ; was it worth it?
2. Improve the design
3. Determine if objectives were met and to what extent
4. Determine if the content was adequate
5. Assess if the instructional strategies worked
6. Reinforce learning
7. Give facilitator AND participants feedback
8. Determine pace and sequence
9. Identify successful participants
10. Identify how learning is being applied to the job
11. Gain more support/resources for other training

Front 346

Explain the Performance Agreement Principle.

Back 346

The evaluation tasks and the objectives should match. They should match in terms of:
1. BEHAVIOR DESIRED should be BEHAVIOR EVALUATED
2. CONDITION STATED should be CONDITION EVALUATED

Front 347

TRUE or FALSE

The evaluation assesses alignment of the content with learning objectives and instructional strategies but it does NOT assess alignment of the content with needs assessment data.

Back 347

FALSE

The evaluation assesses alignment of the content with learning objectives, instructional strategies AND with needs assessment data.

Front 348

What 5 (+1) steps are involved in all evaluation models?

Back 348

1. Identifying evaluation goals
2. Developing an evaluation design and strategy
3. Selecting and constructing measurement tools
(3a. Implementing the evaluation/Collecting data?)
4. Analyzing data
5. Reporting data

Front 349

Define VALIDITY.

Define RELIABILITY.

Back 349

VALIDITY: The evaluation measures what the practitioner intends it to measure.

RELIABILITY: How frequently a test/evaluation measures what its supposed to measure over time.

Front 350

What is the most practical way for the WLP pro to improve validity?

Back 350

To solicit feedback from SMEs.

Front 351

TRUE or FALSE

Information sharing can only be done formally.

Back 351

FALSE

Information sharing can be done formally and informally. Instruction is done formally. (according to ASTD)

Front 352

What is the key to knowledge management?

Back 352

To harness the ability to CAPTURE, ARCHIVE, and RETRIEVE information.

Front 353

What is a "knowledge repository?"

Back 353

Technology for creating, storing, and managing corporate knowledge.

Front 354

Content Management System (CMS)
Learning Content Management System (LCMS)
Internet and Intranet Portals
Collaboration Tools

These are all examples of____________________________.

Back 354

Technological solutions for employees to share knowledge.

Front 355

Describe the lifecycle of a CMS.

Back 355

CMSs allow for:
1. Content creation
2. Content management
3. Publishing
4. Presentation

Front 356

What is a "portal?"

Back 356

A website that serves as a starting point to other resources on the Internet or an intranet.

Front 357

What is an "enterprise web?"

Back 357

Exists within a business; unites communications and thinking within a large organization.

Front 358

TRUE OR FALSE

Systems thinking is one of the key disciplines of organizational learning.

Back 358

TRUE

Systems thinking is one way that organizations can strive for continuous improvement.

Front 359

What are some of the BENEFITS of systems thinking?

Back 359

-More than day-to-day events
-Long-term view by decision makers
-More knowledge
-Stakeholder involvement
-Shared understanding
-Many perspectives considered and integrated

Front 360

What are some CHARACTERISTICS of systems thinking?

Back 360

-Reframes issues
-Questions assumptions
-Sees entirety
-Discerns patterns
-Understands complex relationships and interdepen
-Takes responsibility to fix problems
-Develops understanding and compassion

Front 361

The leverage to solve a problem will almost always be close to the problem itself.

TRUE?

Back 361

NO. Not true. WLP pros always look for the best place to make the intervention; a place where the most leverage can be had. The leverage to solve the problem is RARELY found close to the symptoms of the problem.

Front 362

What is the hierarchy to view a problem?

Back 362

EVENTS (resulting trees and flowers)
PATTERNS (ground provides growth space)
STRUCTURES (underground leads to what's at ground)

Front 363

What is an "open system?"

Back 363

It is a way for INPUTS to be PROCESSED into OUTPUTS.

Front 364

In open systems theory, another word for "external environment" is __________________________

Back 364

Suprasystem

Front 365

Explain what is meant by "systems view."

Back 365

A systems view recognizes the interrelationships of the parts and the importance of their interaction to create the whole.

Front 366

No matter what the project deliverables are, the PM's key focuses are:

Back 366

Scope
Cost
Time
Quality
Resources

Front 367

What are some support factors that must be in place to begin a knowledge mgt. initiative?

Back 367

1. Start with a targeted project
2. Tie project to business requirements and opportunities
3. Keep language simple & focused
4. Be careful of technology
5. Use pilots first - Not huge departments
6. Involve people who will use the info, systems, tools
7. What can or cannot be in included in the material

Front 368

What is the link between knowledge sharing and incentives?

Back 368

Incentives and rewards help drive employees to share knowledge. And the more info shared, the "smarter" the org becomes.

Front 369

TRUE or FALSE
You really don't have to know org issues, levels, reward systems, and timelines of rewards to do a knowledge map.

Back 369

FALSE

Front 370

How is knowledge captured?

Back 370

*Record all brainstorming sessions
*Establish formal problem-solving processes and guidelines
*Use cross-agency gathering sessions for problem solving; give owness to the employee doing the work and let THEM solve the problem.

Front 371

In knowledge mgt., how is collaboration defined?

Back 371

Sharing of information

Front 372

In knowledge mgt., what actually determines what knowledge an employee can access?

Back 372

The employee's network of human relationships.

Front 373

What is a "metatag?"

Back 373

an HTML tag that identifies the contents of info on a website or in a knowledge base.

Front 374

What are some structures to organize data in a database?

Back 374

-Relational
-Network (lattice-style)
-Flat
-Hierarchial (tree-style)
-

Front 375

What is "intellectual capital?"

Back 375

What valuable info people have, know, and use.

Front 376

What does successful project mgt. do?

Back 376

Successfully completes a project through planning, organizing, and managing tasks based on time, money, and available resources.

Front 377

What is IPO?

Back 377

Input Process Output
(a model for transforming data and info)

Front 378

What TYPES of knowledge are there?

Back 378

Tacit - Explicit
Formal - Informal
Codified - Personalized
Internal - External
Short life - Permanent

Front 379

Each row of data in a database represents a __________________________.

Back 379

Record

Front 380

TRUE or FALSE

Measurements identify outcomes and/or provide info for improvement.

Back 380

TRUE

Front 381

Improvement needs a process. What 4 things does a process need to identify to access change?

Back 381

1. The problem
2. The solutions
3. The plan
4. How to evaluate success

Front 382

What is the ultimate goal of sharing knowledge in an org?

Back 382

Creating an employee's desire to learn.

Front 383

What's the difference between "unit tests" and "systems tests?"

Back 383

Unit tests are done in real working conditions using TEST data.

Systems tests are done using REAL data

Front 384

What is a "system development life cycle?"

Back 384

An organizational process of developing and maintaining systems.

Front 385

What is "DBMS"?

What is an "RDBMS"?

Back 385

Data Base Management System (a collection of programs enabling the storage of info in a database)

Relational Data Base Management System

Front 386

TRUE or FALSE

Relational databases make it easy to work with individual records and info can be viewed many ways.

Back 386

TRUE

Front 387

What is a "flat file" database?

Back 387

All data contained in one table

Front 388

What is 'JAD"?

Back 388

Joint Application Development team
(Project sponsor, PM, IT personnel, and end users)

Front 389

Why have relational databases become industry standard for storing and retrieving large amounts of data?

Back 389

Because they offer multiple ways to view data based on complex relationships between data.

Front 390

What is the primary goal of a DBMS?

Back 390

To provide a storage mechanism that can support efficient storage and retrieval of large amts of data.

Front 391

What is a "sitemap?"

Back 391

A blueprint for organizing info in the most logical manner possible; gives info structure and hierarchy.

Front 392

What are the focuses of info architecture?

Back 392

*Defining mission and vision for the site
*Determining what content and functionality are needed for the site
*Identifying how learners will access info by defining org, navig, labeling and search capabilities

Front 393

In knowledge mgt., what is the description or design specification for how info should be treated and organized?

Back 393

Info architecture

Front 394

What does advanced info architecture allow groups to do?

Back 394

Retrieve their required attributes from the system by developing a multidimensional approach to knowledge mgt.

Front 395

In knowledge mgt., what must be built to faciltate & promote info sharing?

Back 395

an info architecture

Front 396

What does an LCMS do?

Back 396

A Learning Content Mgt. System (LCMS):
- Chunks content
- Manages content
- Publishes content
- Delivers content

Front 397

TRUE or FALSE

When considering technology to facilitate org knowledge, when possible, automate only processes.

Back 397

FALSE

When possible, automate ALL forms and processes.

Front 398

Planning, organizing, and controlling work are the heart of ________________________ ___________________________.

Back 398

Project Management

Front 399

What is knowledge mapping?

Back 399

Knowledge is about what people know.
People have knowledge and knowledge mapping is a process that specifies and defines clear pathways for info; connects people who HAVE info, educ, expertise with those who WANT/NEED it; the identified roads to info in an org.

Front 400

TRUE or FALSE

Org charts and knowledge maps are the same.

Back 400

FALSE

Org charts show who is in what job title but do not specify WHERE the knowledge is.

Front 401

What are knowledge surveys?

Back 401

These surveys collect types of info employees have and the type of info they need to do their jobs.

Front 402

What is a knowledge audit?

Back 402

Clarifies type of info employees need; highlights barriers to sharing knowledge; identifies where info is, knowledge processes and workflow.

Front 403

What are 2 categories of DBMs?

Back 403

-Relational databases (RDBMS)

-Multidimensional (MDB) also known as column-oriented databases

Front 404

TRUE or FALSE

MDBs process data & provide insight into operational data such as trends.

Back 404

TRUE

Front 405

In a knowledge management database, what are some options for organizing info in the database?

Back 405

*Relational
*Network (lattice-style)
*Flat (all info in included in one table)
* Heirarchial

Front 406

What are 3 characteristics of DBMSs?

Back 406

Have:

1. Querying to retrieve data
2. Indexing to expedite retrieval
3. Tuning to enhance performance

Front 407

In a database, there are rows. These rows represent
__________________________________.

Back 407

records

Front 408

Which is larger - databases or spreadsheets (65,000 rows of data)?

Back 408

Databases

Front 409

What can databases do?

Back 409

-Update mass records quickly
-Retrieve info by query
-Cross reference & link
-Do complex summing and other calculations

Front 410

What is SQL?

Back 410

Structured Query Language

(Defines all user and administrator interactions that - behind the scenes - interprets mouse clicks and carries out commands.

Front 411

For DBMSs, when do IT pros need to select and design the physical data storage mechanisms?

Back 411

During the database design phase

Front 412

What's the WLP pro's steps in becoming a valued business partner?

Back 412

*Define big picture; industry drivers, processes
*Determine how success is measured
*Examine company culture and values
*What might hinder the development of a strategic plan

Front 413

In order to develop an effective KMS, org has to identify and document_________________________that support/justify the knowledge exchange.

Back 413

their business processes

(doing so will streamline processes and identify duplication)

Front 414

TRUE or FALSE

The learning function in an org can be a valued strategic business partner.

Back 414

TRUE

Front 415

What things drive how training programs are created and linked to business goals and objectives?

Back 415

+Understanding what the corporate measures of success are
+What the business model is
+What the business objectives are
+Industry drivers
+How success is defined by the organization

Front 416

What do the most successful change mgt plans do?

Back 416

1. Establish the need
2. Involve people
3. Sustain commitment

Front 417

What 3 paths can HPI consultants go down? Explain each.

Back 417

WANTS-BASED What the client wants, she gets

NEEDS-BASED After a gap is proven, whatever is thought to be needed is provided; it is assumed that whatever gap there is has been correctly identified

RESULTS-BASED Incorporates a cause analysis that is tied to business and performance goals; identifies gap.

Front 418

TRUE or FALSE

Cause analysis always ties the performance back to some business or organizational goal.

Back 418

TRUE

VERY TRUE

Front 419

Explain why HPI follows the results-based approach.

Back 419

Because this approach is directly tied to business and performance needs. Results tell us whether performance has improved . Results are dependent on and achieved through performance.

Front 420

What is competency modeling?

Back 420

Process for identifying a list of knowledge and skills required for a job.

Front 421

What is the SEQUENCE of a results-based HPI approach?

Back 421

1. What's wrong [Identify the problem]
2. What's the affect? [Identify relationship bet/ prob & perf
3. How wide is the gap? How far away from our desired performance are we? [Determine quantifiable gap bet/ what's wanted and what's happening now.]
4. What's causing the gap? What's at the root of this?
[Analyse/Determine root causes]
5. Here's how we can fix it. [Implement solutions]

Front 422

ASTD's HPI model is only linear in what part?

Back 422

From BUSINESS ANALYSIS to IMPLEMENTATION/INTERVENTION

Front 423

What kind of model did Roger Mager and Peter Pipe have? When would be the best time to use this model?

Back 423

Mager's and Pipe's model is SITUATION-SPECIFIC. Their model says things turn out the way they do because of the situation. Model starts with identifying problem and following it through a flow chart. Model points out if the prob should be solved or ignored. If solved, 1st step is to see if there is skill deficiency.

Front 424

What's the difference between the ISPI's HPI model and ASTD's model?

Back 424

ISPI - includes change mgt in the intervention and implementation phases only

ASTD - includes change mgt at all phases of the process

Front 425

What types of evaluation does the ASTD HPI model use?

Back 425

Formative

Summative

Front 426

Draw ASTD's HPI model. Explain.

Back 426

Draw on another piece of paper or card or board.

Front 427

Contrast Mager's & Pipe's model with ASTD's model.

Back 427

Mager's & Pipe's model is SITUATION-BASED.
ASTD's model is RESULTS-BASED

Front 428

Who is Joe Harless and what did he say?

Back 428

HARLESS BUSINESS ANALYSIS

Harless was an HPI pioneer. He developed a FRONT-END ANALYSIS DIAGNOSTIC modet to identify the cause of a performance problem. He believed if you knew the cause, you could find the solution. His model did 3 types of analysis:
1. BUSINESS 2. PERFORMANCE 3. CAUSE

Front 429

What is Gilber'ts Behavior Engineering Model? What did Thomas Gilbert say?

Back 429

Gilbert said these things hinder or help workplace performance:

ENVIRONMENTAL INDIVIDUAL
information knowledge
resources skills
incentives capacity
consequences motivation
THESE ALL BE TIED TO CAUSE ANALYSIS IN ASTD'S MODEL.

Front 430

Contrast HPI and training.

Back 430

HPI - sees individual and org performance in many ways and asks how could it be improved to meet business goals.

TRAINING - an appropriate address when there is a lack of knowledge and skill; addresses specific learning needs

Front 431

What does HPI aim to do?

Back 431

Improve organizational results by improving individual and organizational (collective) performance.

Front 432

What key factors affect human performance?

Back 432

Knowledge
Skills
Desire
Environment
Opportunity

Front 433

What distinguishes an HPI pro from all the others?

Back 433

They have a specific approach to identifying and solving org problems. They follow an HPI process and conduct themselves according to the underlying principles of HPI.

Front 434

What did Rummler & Brache do?

Back 434

Gave us a performance system model.
Introduced thinking systems by creating a 3-dimensional approach and by labeling & describing the 3 distinct levels of an org's performance system.

LEVELS: Organization Process Job Performance

Performance needs these 3 things in order for organization's to be effective:
1. Goals
2. Design
3. Management

Front 435

Draw Rummler's & Brache's Performance Variable Chart.

Back 435

Draw on another piece of paper, card, or board.

Front 436

What are the steps for planning evaluation?

Back 436

1. Establish an evaluation framework
2. Develop a data collection plan
3. Establish a purpose for the evaluation
4. Set eval levels or targets
5. Develop eval instruments
6. Time evaluation

Front 437

What are the 5 levels of evaluation?

Back 437

5 ROI [$, time invested compared to result]
4 Business results [effect on organization]
3 Application [does learner apply it?]
2. How does learning measure up? [did learner learn?]
1 Reaction [what is the reaction of the learner]

Front 438

Why is measurement so critical in HPI?

Back 438

Because progress has to be measurable in order to be reviewed. Measuring the success of the HPI effort is critical. Processes cannot be improved without measurement.

Front 439

What does workforce planning do?

Back 439

Makes sure that the right people are available to do the jobs at the right time and place.

Front 440

TRUE or FALSE
Career development theories form the basis of individual career development and organizational talent management.

Back 440

TRUE

Front 441

What does Zandy Leibowitz say is the process for using career development to determine the ideal future of an org?

Back 441

To do career development the WLP must have a realistic vision of how to link the present with the future.
1. Focus on real needs, structures, and cultures
2. Decide what the org, its employees and managers will look like in 5 years if the current needs are addressed.
3. Use career development theories to provide direction, rational, and indications.

Front 442

Why is Williamson's "trait-and-factor counseling" so criticized?

Back 442

Because it suggests that a person's traits suits them for certain jobs; it is described as the square-peg, square-hole theory .

Front 443

What are the Ginzberg theories?

Back 443

Theories that introduce the idea that at about 18 years old, adults move from exploring careers to a final commitment to a career (with steps in between).

Stages are fantasy, tentative, and realistic.

Front 444

D.E. Super offered a theory of career development saying that careers move through 5 phases from childhood to adulthood
Summarize it.

Back 444

That careers move through life phases:
1. Growth - as a child
2. Exploratory - adolescence through mid 20s
3. Establishment - mid 20s
4. Maintenance - By 45 most people are settled into their occupation
5. Decline - Retirees take their work interests into retirement

Front 445

What are 6 types of work environments?

Back 445

1. Realistic
2. Investigative
3. Artistic
4. Social
5. Enterprising
6. Conventional

Front 446

What are two challenges associated with applying career planning theories?

Back 446

1. Balancing the need for financial ROI with other human capital needs
2. Working with and understanding different generations of people

Front 447

Roe's theory of occupation, Holland's occupational congruency model, and behavioral career counseling are all ways to__________________________________________________.

Back 447

Shed light on:
1. how to make the best career choice
2. the career decision making process

Front 448

Krumboltz's model matches types of people with their best job choice.

TRUE OR FALSE

Back 448

FALSE
The model is known as the DECIDES model and it breaks the decision-making process down into 7 steps.

Front 449

Edgar Schein's study produced the concept of__________________.
A principal finding in the study was that ________________________________________.

Back 449

career anchors

the more people learned/understood about themselves, the more their career choices were affected.

Front 450

Characterize generation Xers.

Back 450

- highly independent
- self-reliant
- seek diversity
- think in global terms
- technologically savvy
- value informal atmosphere

Front 451

What does Roe's theory of occupation do?

Back 451

Breaks occupations down into eight groups and six decision levels. This theory is the basis for some tests that help determine best career choice based on interests.

Front 452

What does a "human resource audit" do as it relates to succession planning?

Back 452

It identifies successors and addresses the assessment of employee mobility to various positions. It helps to designate pools of employees qualified for specific positions. These audits ensures that ALL employees are reviewed so that no employee's development can be ignored.

Front 453

How does a manager conduct a human resource audit?

Back 453

By reviewing each direct report, including -
*time in current position
*performance
*readiness for advancement
*potential to move to a new position
*development required

Front 454

What are succession summary worksheets used for?

Back 454

To choose successors

Front 455

What are 2 examples of a "multi-rater feedback instrument?"

Back 455

1. 360-Degree feedback
2. Assessment center

Front 456

What is an "assessment center?"

Back 456

A variety of exercises aimed at getting a better look at candidate's skills by giving the candidate an opportunity to demonstrate their skills.

These exercises can be oral, simulated, analysis-based, group-focused, and role plays.

Front 457

What is "360-degree feedback?"

Back 457

An evaluative questionnaire that asks coworkers AROUND an employee to evaluate that employee's performance. In other words, the employee is looked at from all angles.

Front 458

What is the difference between a "personality inventory instrument" and a "personality test?"

Back 458

PERSONALITY INVENTORY INSTRUMENT: Provides an accurate picture of the personality type and preferences. A person must be trained to administer, interpret, and score these tests accurately. MBTI and DiSC are two types of these.

PERSONALITY TEST: less formal and can yield learner profiles.

Front 459

What is meant by "career profile?"

Back 459

Highlights work history, skills, and competencies
Good place to start mapping out a career path and keep it on track.

Front 460

Define, contrast, and compare reliability and validity.

Back 460

Validity: does the instrument measure what it is supposed to measure OR are questions misinterpreted

Reliability: Can the measurement be repeated time after time in the same way? Reliability is concerned with precision and accuracy.

Front 461

What are some benefits of systems thinking?

Back 461

-stakeholder involvement
-shared understanding
-more knowledge
-many perspectives
-bigger vision beyond day-to-day
-long-term view
-competitive advantage

Front 462

What does "open systems thinking" encompass?

Back 462

+absorbs inputs
+uses inputs in processes
+expels outputs

Front 463

How does the WLP pro view a problem?

Back 463

What EVENTS?
What PATTERNS?
What UNDERLYING STRUCTURES?

Front 464

Facilitating organizational change is centered in ________________________________________________________________________________________________________________________________________.

Back 464

finding out how the systems affects the process and where a systematic solution may be offered.

Front 465

TRUE OR FALSE
Systems thinking offers a way for an org to improve.

Back 465

TRUE

Front 466

What is organizational learning?

Back 466

Process within an org in which people at all levels are increasing their capacity to learn and produce results.

Front 467

FOC

What does action research assume?

Back 467

That the subjects of the research and the researchers join up to design the outcomes of a research initiative.

Front 468

TRUE or FALSE
Action learning is about putting learners in action in order to determine goals.

Back 468

FALSE
Action learning is a problem-solving tool that is powerful enough to develop leadership, increase competitive edge, reduce costs, create performance mgt. systems, and build a foundation for a learning org to emerge.

Front 469

Why don't most orgs utilize action learning?

Back 469

Unfamiliarity with it, lack of trust, unwillingness to devote the time.

Front 470

What is action research and learning?

Back 470

A model and processes where fact-finding precedes action AND follows it. As more facts are found, different/more actions are taken.

Front 471

What does the action research process focus on?

Back 471

Focus is equally on accomplishing the task AND the learner's and org's learning. Focus is on the desired state and what system elements need to change.

Front 472

TRUE or FALSE
Action learning produces a learning org.

Back 472

TRUE
Probably no tool is more effective in producing a learning org.

Front 473

Why does action learning produce a learning org?

Back 473

Because it enables and forces orgs to continually learn on an org-wide basis.

Front 474

Why does action enhance learning?

Back 474

Because it promotes an opportunity for reflection.

Front 475

In action learning, what is another term for "facilitator?"

Back 475

set advisor

Front 476

Name 10 elements of action learning that contribute to building a learning org.

Back 476

1. People learn by doing.
2. Transfers knowledge
3. Encourages continual learning
4. Develops critical reflection skills
5. Is problem-focused and not heirarchially bound
6. Provides sharing network
7. Members generate information
8. Models working & learning simultaneously
9. Breaks down barriers
10, Helps org move from being training-focused to learning-focused

Front 477

What are the 6 components of an action learning program that give the program its power?

Back 477

1. Problem identification
2. Action learning group
3. Emphasis on careful questioning and listening
4. Resolution to take action
5. Commitment to learning
6. Group facilitator/learning coach

Front 478

What is the core entity in action learning?

Back 478

The core entity is the 4-8 diverse people called the action learning group called a "set" or "team."

Front 479

What does action learning focus on?

Back 479

What one does NOT know in addition to one's current knowledge.

Front 480

What are the criteria for determining if action learning is appropriate for a project?

Back 480

REALITY: The problem has to be real
FEASIBILITY: The group can handle the problem competently
AUTHORITY: The group should be given the authority/permission to work on the problem.
LEARNING OPP: The project should give people an opportunity to learn.

Front 481

Explain L=P+Q+R+I

Back 481

LEARNING= Programmed Instruction + Questioning + Reflection + Implementation

Front 482

What is the major difference between asking questions in action learning and asking them in most other settings?

Back 482

Action learning seeks answers BUT asks questions in order to explore and think deeper.

Front 483

What is the goal of Six Sigma?

Back 483

SS is a data-driven, quality improvement technique; analyzes root causes of business problems. The goal of SS is to align an org with its marketplace and deliver real improvement and $ to the bottom line.

Front 484

What did Kepner-Tregoe offer?

Back 484

A decision-making process that divide criteria into "musts" and "wants." (D: think about what you did for Raising the Bar "must have" and "nice to have.")

Front 485

A fundamental belief of action learning is that adults learn best when undertaking___________________________.

Back 485

ACTION

Front 486

TRUE or FALSE
Chaos and complexity theories focus on information and feedback mechanisms that bring essential information. Learning orgs and systems thinking do the same thing.

Back 486

TRUE

Front 487

By what methods can orgs create and foster learning?

Back 487

+Culture
+Vision
+Strategy
+Structure

Front 488

TRUE or FALSE
Patterns and details can be detected and understood in chaos.

Back 488

FALSE

Front 489

TRUE or FALSE

In complex systems, one must examine each detail apart from the whole in order to understand patterns.

Back 489

FALSE

Front 490

What are the 4 Cs of change management? Explain each.

Back 490

Create: Envision; craft the dream
Communicate: Let the masses know
Connect: With the orgs population
Congratulate: Reward publicly; celebrate milestones

Front 491

What's the 4-D cycle of Ai (Appreciative Inquiry)?

Back 491

Discovery (identify problems & causes)
Dream (solutions)
Design (action plan)
Destiny (action plan)

Front 492

TRUE or FALSE

Collecting and interpreting stories is fundamentally central to Ai theory

Back 492

TRUE

Front 493

What does Ai do?

Back 493

Shift focus from problems to opportunities/visions. It frames problems in the NOW to focus on what's possible in the FUTURE.

Front 494

TRUE or FALSE

Ai reduces resistance to change.

Back 494

TRUE

Front 495

How does Ai reduce resistance to change?

Back 495

By being broad-focused and including everyone.

Front 496

What is a provocative proposition?

Back 496

An expression of the desired state in powerful statements.

Front 497

What is ELA?

Back 497

EXPERIENTIAL LEARNING ACTIVITY

a way for participants to experience before they discuss.

Front 498

What 5 steps must occur in an ELA?

Back 498

1. Experience
2. Publish/share observations
3. Process
4. Generalize
5. Apply

Front 499

What 3 types of evaluation are important for an Ai effort?

Back 499

FORMATIVE
SUMMATIVE
CONFIRMATIVE

Front 500

What is "confirmative evaluation."

Back 500

Evaluation that determines "in the middle of things" if things are going the way they are supposed; if the future state is occurring and if things are on the "right track."

Front 501

TRUE or FALSE

The heart of action learning is to "ACT."

Back 501

FALSE

The heart of action learning is to reflect. However, action learning requires that action be taken.

Front 502

What are the 3 steps for effective meetings?

Back 502

1. Get ready to meet
2. Meet
3. Follow up

Front 503

TRUE or FALSE

The SMART acronym applies to goals but also for a well-prepared agenda.

Back 503

TRUE

Front 504

What is the hallmark of an effective meeting?

Back 504

Being prepared

Front 505

What should a facilitator do to properly and effectively end a meeting?

Back 505

-Summarize
-Open the floor for questions
-Gain agreements and commitments
-Evaluate the meeting
-End on time (or early)

Front 506

What 3 things are required/demanded in order to contribute to complex organizational systems?

Back 506

1. Leaders who are aware
2. Organizational maturity
3. Employee motivation

Front 507

What is a job analysis?

Back 507

Process to break a job down into its component duties or functional areas and task statements. It gives a picture of the duties, tasks, knowledge, and skills required, and resources needed to perform the job.

Front 508

What is a job description?

Back 508

It explains the duties of the job.

Front 509

What is a "task analysis?'

Back 509

It examines a single task within a job and breaks it down into the actual steps of performing the task.

Front 510

What are the THREE primary HRD areas?

Back 510

1. Training & Development (individual)
2. Organizational Development (collective)
3. Career Development (individual)

Front 511

What 7 steps are involved in WP?

Back 511

1. Understanding BUSINESS CONTEXT (business analysis)
2. Envision FUTURE needs
3. Assess CURRENT realities
4. Analyzing the GAPS
5. Designing LEARNING STRATEGIES
6. EVALUATE and MEASURE
7. Improve continually

Front 512

TRUE or FALSE

At best, succession planning includes a evaluation of the quality and readiness of named successors.

Back 512

TRUE

Front 513

What is a "workforce plan?"

Back 513

It identifies gaps in skills and knowledge but also what skill and knowledge it will take to meet future workforce needs. Provides managers with a framework for making decisions about the workforce based on the strategic plan.

Front 514

What is the purpose of strategic planning?

Back 514

Strategic planning is a tool that helps managers accomplish things critical to training and HRD process; it should help integrate the HRD program into the organization.

Front 515

What does a succession plan do?

Back 515

Help an organization plan for workforce replacement needs.

Front 516

Define workforce planning.

Back 516

Planning that outlines that an org can meet its goals and objectives within an evolving environment. It makes sure the right people are in the right place at the right time; analyzes HR needs, evaluates assets, and implements strategies.

Front 517

Contract career planning and talent management.

Back 517

career planning = individual

talent management = workforce planning for an org

Front 518

TRUE or FALSE

The workforce plan comes from the strategic plan.

Back 518

TRUE

Front 519

What is a "suprasystem?"

Back 519

An external environment that supplies resources for an open system.

Front 520

Define "systems view."

Back 520

A systems view recognizes the interrelationships of the parts and the importance of their interaction to create the whole; a way to see patterns, connections, and underlying structures.

Front 521

What is "chaos theory?"

Back 521

A theory that says order exists even though it isn't immediately identifiable.

Front 522

Complexity theory views chaos as a mode of _____________.

Back 522

Behavior

Front 523

What's the difference between complexity and chaos?

Back 523

Chaos: Study of how simple systems generate complicated behavior

Complexity: Study of how complicated systems generate simple behavior; order can emerge out of chaos.

Front 524

Why do organizations want to use chaos and complexity theories? What's the value for orgs?

Back 524

Both theories are searching for ways to bring order to the way things are managed. Through these theories, they can learn to exploit their environment and co-evolve with other orgs.

Front 525

What did Johan Roe say about orgs that master complexity theory?

Back 525

That they succeed because they:
1. Know their identity
2. Explore and exploit their environment
3. Interact and evolve with other orgs
4. Study their own parts

Front 526

Managing a change project has 5 stages. What are they?

Back 526

IPECC
Initiate
Plan
Execute
Control
Close

Front 527

What are the 4 levels of change readiness?

Back 527

1st - DENY
2nd - CONTEMPLATE
3rd - PREPARE
4th - ACT

Front 528

TRUE or FALSE
It's hard to measure these interventions:
Employee satisfaction
Learning
Ability to change

Back 528

TRUE

Front 529

When planning for change, what does the WLP/change agent need to do?

Back 529

* Define measurable goals
* Outline the success factors
* Detail the steps for implementing
* Decide how commitment will be gotten from key people/decision makers

Front 530

What are John Adams' 12 rules for PM success?

Back 530

1. Gain concensus.
2. Build an excellent PM team.
3. Develop a great plan.
4. Ensure resources.
5. Have a realistic schedule.
6. Don't bite off more than chewable.
7. Projects are about PEOPLE - THEY count.
8. Be ready for surprises.
9. Make the approval process formal.
10. Communicate!!!!!
11. Try new things.
12. Lead as well as manage.

Front 531

What are leadership's role in:
New organizations
Maturing organizations
Established organizations

Back 531

NEW - Leadership should articulate/enforce vision
MATURING - Fine tune intervention skills to align things; promotes adaptation
ESTABLISHED: Culture defines the leadership; the leader can only change the culture when survival is at risk.

Front 532

Whats a characteristic of a change agent?

Back 532

She resolves objections to the change and encourages alignment.

Front 533

What does Marvin Weisbord's Six-Box Model do?

Back 533

Identifies 6 interrelated organizational elements:
1. Purpose of org & how well workforce understands and commits to it.
2. How structures are built to fulfill the purpose
3. People's relationships with each other
4. Rewards for doing right
5. Ways of monitoring work
6. Leadership

Front 534

Initiating sponsors display these characteristics.

Sustaining sponsors display this characteristic.

Back 534

INITIATING SPONSOR
* Have authority to make change happen
* Have resources

SUSTAINING SPONSOR
* Mid-level who manage whether the specific objectives of the change are met.

Front 535

What could sell the need for change in a convincing pervasive way?

Back 535

Show what was revealed in the analysis; explain what will happen if the change isn't implemented.

Front 536

What is meant by "pain" in change management?

Back 536

What stress, disappointment, fear, anxiety is caused by remaining at the status quo or moving forward toward the change. Cultures have to decide which is less painful. Change management agents must manage the "pain" by comparing the two and explaining.

Front 537

What is "remedy setting?"

Back 537

Moving toward the desired state explaining what will be done.

Front 538

What did Kurt Lewin say were the stages/states of the change process?

Back 538

PRESENT (the now)
TRANSITION (the movement toward future)
DESIRED (the future)

Front 539

What does the organizational change practitioner have to do to move a change forward?

Back 539

She has to see the broad, aerial strategy and break it down into specific (smaller) actions.

Front 540

Business goals should be________________and__________.

Back 540

quantitative and time-bound

Business goals have to truly be about the BUSINESS; not about something else related to it or symptomatic of it.

Front 541

Name some interventions and when they would be used.

Back 541

Six Sigma
Coaching
Mentoring
Training
Process Analysis & Redesign
Information Sharing
Technology for Processes

Front 542

What are some ways to communicate a change strategy to an org?

Back 542

Meetings
Telephone coaching
Newsletters, posts, bulletin boards
On-site coaching
Training
Nerve center
Survival kits
Recognition days

Front 543

What are some ways to measure effectiveness of training?

Back 543

Employee satisfaction (Level 1)
Client satisfaction (Level 1)
Improved processes/products (Level 3)
Financial effects (Level 5-ROI)
Performance improvement (Level 4)
Skills and knowledge performance (Level 2)

Front 544

What is Kurt Lewin's forcefield analysis?

Back 544

In change mgt., things either drive the change or get in the way of it. Lewin call these DRIVING and RESTRAINING. Forcefield analysis looks at all the factors and gives us info we can use i deciding to take advantage of the drivers and/or reduce restraints.

Front 545

Among other things, what did McGregor offer?
Explain them.

Back 545

THEORY X: People don't want to work and avoid it if possible; they would rather play than work.

THEORY Y: People will work to achieve their goals; actually want to work and look forward to it being rewarding.

Front 546

Why is it advantageous to reduce restraining forces as opposed to increasing drivers?

Back 546

Because as you increase drivers, you will actually INCREASE restraining forces. It's like the push you get back when you push too hard.

Front 547

Why are milestones important in a change initiative?

Back 547

Because they set short wins that build confidence and successes toward the final goal. That's why reaching milestones should be celebrated and seen.

Front 548

What is intellectual capital?

Back 548

The value of what's inside the heads of people/workers that isn't usually on the the balance sheet!!!

Front 549

TRUE or FALSE

Org change occurs when forces that PROMOTE it overcome those that RESIST it.

Back 549

TRUE

Front 550

TRUE or FALSE

Change agents must control attitudes, org culture, and feelings of security as well as, the rate of change.

Back 550

FALSE

Change agents can only control the rate of change.

Front 551

What is critical mass?

Back 551

The fewest number of people who must be committed to the change in order for the change to occur.

Front 552

Right after understanding the business goals and why the change is needed, what has to be done?

Back 552

Establishment of the measures that will indicate the desired state. This will provide benchmarking opportunities critical to determining whether progress is being made (confirmative evaluation).

Front 553

What is the delicate balance a change agent has to achieve?

Back 553

The needed change (for survival) balanced with the employees' need to feel secure.

Front 554

TRUE or FALSE

In a business, psychological and social aspects of change are not as important as the BEHAVIORAL aspects of the change.

Back 554

FALSE

Psychological and social aspects are MORE important than the behavioral effects. (Behavior refers to what the person now has to do on their job.)

Front 555

What are the phases of Karl Albrecht's CHANGE RESPONSE CYCLE that outline the psychological phases of response to change?

Back 555

Threat
Problem
Solution
Habit

Front 556

How is training's role in culture, maintenance, and manipulation explained?

Back 556

Many values, beliefs, ideas, and suggestions are disseminated to employees - old AND new.

Front 557

What are 6 characteristics all cultures have in common?

Back 557

1. Collectiveness
2. Emotional charge
3. History
4. Symbolic
5. Dynamic
6. Vague

Front 558

Why do cultures emerge in the first place?

Back 558

To minimize and deal with anxiety.

Front 559

Cultures emerge from people sharing particular circumstances like _________,__________, ________, and ____.

Back 559

social, physical, political, economic

Front 560

What is a disadvantage of hierarchial orgs?

Back 560

Results in too many highly-paid, front line workers with low skill and little chance of advancement; little communication from higher management to front line.

Front 561

What characterizes a "flat mgt. model?"

Back 561

Every employee reports to a single immediate supervisor. Authority flows from top to lower levels.

Front 562

How could one define "organizational culture?"

Back 562

Underlying assumptions, beliefs, values, attitudes, expectations, shared by members of an organization.

Front 563

Leaders come into their titles via_________and________.

Back 563

expertise and performance

Front 564

What are the main distinction between a leader and a manager?

Back 564

Creativity and strategic thinking

Front 565

Perhaps the most important point that came out of the Hawthorne studies was that:_________________________________________________________________________________________________________________________.

Back 565

Happy employees produce more.

Front 566

What did B.F. Skinner say?

Back 566

That people's behavior is influenced by what they perceive as the consequences.

Front 567

As a result of training, participants should acquire:
____________, _____________, and _____________.

Back 567

Knowledge, skills, and attitudes

Front 568

TRUE or FALSE

Learning cannot affect a person's attitude.

Back 568

FALSE

Front 569

TRUE or FALSE

To maintain presentation consistency, trainers and developers should stick to the same techniques and presentation methods for conveying most content.

Back 569

FALSE

Trainers and developers need to use different techniques and presentation methods to convey content.

Front 570

What does SIX SIGMA do?

Back 570

* Reduce costs
* Improve processes
* Reduce business cycle times

Front 571

Fred Hertsberg claimed that work can be a motivator.
How does this align with Maslow's heirarchy?

Back 571

Work can provide recognition, membership in a culture, responsibility (belongingness), and growth. All these things could be aligned with Maslow's belongingness, self-esteem, and self-actualization.

Front 572

TRUE or FALSE

An organization that wants to have successful performance does not necessarily have to understand/have expertise in organizational culture and awareness.

Back 572

FALSE

It needs both!

Front 573

What is the most accepted definition of "high performance organization?"

Back 573

An organization that has strong financial results, appreciated/dedicated workforce, quality products and services, dedicated employees, and formidable leadership. Competitors strive to be like them.

Front 574

The most important aspect of a high-performance org is _____________________.

Back 574

LEADERSHIP

Front 575

What 7 things must a leader have?

Back 575

1. Technical expertise
2. Conceptual skill
3. Track record
4. People skills
5. Taste
6. Judgment
7. Character

Front 576

What is meant by "business acumen?"

Back 576

*ability to build/sell a vision
*ability to plan strategically
*grow a network of advocates
*decode complex business problems

Front 577

Explain matrix management models.

Back 577

Different departments with a general manager at the top; a combination of line and project structure with a general manager at the top.

Front 578

What are the 7 steps of strategic planning?

Back 578

1. Identifying org values
2. Creating an operational mission statement
3. Analyze the (internal and external) environment
4. Identify org goals & objectives
5. Identify action steps to accomplish goals & objectives
6. Test the plan in reality
7. Feedback

Front 579

What are advantages of using white boards?

Back 579

See module

Front 580

How does an org's "strategic plan" integrate with its "workforce plan?"

Back 580

The strategic plan dictates many things. One is what gaps there are and the objectives, goals, and methods that will be used in achieving a closing of the gap.
The workforce plan lines up workforce action with the strategic plan.

Front 581

What are some differences between career guidance and career counseling?

Back 581

GUIDANCE COUNSELING
by manager/sups by trained career pros
happen regularly several times in a career
focus on objectives focus on satisfaction
focus on performance focus on interests
focus on work experience focus on values
uses self assessment develop of competencies
match indiv to job/path teaches process/directn

Front 582

What is NCDA?

Back 582

National Career Development Association

Front 583

There are many career development theories that career counselors use in their practices. Name a few.

Back 583

Trait-and-Factor (Williamson)
From 18 on (Ginzberg)
Developmental Frameworks (D.E. Super)
Personality/Typology (Roe)
Occupational Congruency Model (Holland)
Psychodyamic Theory
Sociological Theory
Behavioral Theory (Krumboltz)
Career Anchors (Edgar Schein)

Front 584

What do vocational tests do? What is one popular vocational test?

Back 584

Help provide an idea of the kinds of careers that match a person's interests; helps align a client's career with his/her core values;

Strong-Campbell

Front 585

Explain values-driven career counseling.

Back 585

Values-driven career counseling uses the individual's values to plan the direction he/she wishes to take.

Front 586

Contrast "climb the ladder" and "spiral" model in career advancement.

Back 586

Climb the ladder = a person seeks to move up the corporate ladder

Spiral = a person develops skills in one industry and then moves on to a new area

Front 587

Self-assessment is another example of a career development model.

TRUE or FALSE

Back 587

FALSE

Front 588

What is the core issue facing web-based career counselors?

Back 588

Inability to establish a core counselor-client relationship.

Front 589

What are the 2 phases of performance analysis in the HPI model?

Back 589

The goal of performance analysis is to discover and define the discrepancy. The 2 phases are:
1. Identification of organizational performance goals and objectives
2. Gathering of information about factors that influence performance

Front 590

What should a performance gap analysis do?

Back 590

Define:
1Driving forces
2Restraining forces
3Current state
4Desired state
5Methods for change

Front 591

What does a gap analysis use to identify the performance gap?

Back 591

A single investigator or team of investigators that gather(s) information to be reviewed. Corrective action reports, other reports, surveys, interviews, focus groups, observations, records, documents...all can be used as data-collection techniques.

Front 592

What does the choice of organizational research method depend on?

Back 592

Size of the targeted performance group AND the size of the group affected BY the performer.

Front 593

What kinds of things does training NOT address?

Back 593

Motivation
Job designs
Workflow
Organizational structure
Process problems
Incentive issues
Lack of resources
Unclear standards
Confusing feedback

Front 594

Cyril Houle identified three categories to explain the motivation of adult learners. What were they?

Back 594

Goal-oriented
Activity-oriented
Learning-oriented

Front 595

What do performance management systems provide?

Back 595

A methodology and tools to translate org goals and outcomes into individual employee job expectations and to define the competencies or skills needed to carry them out.

Front 596

What 4 things connect performance and rewards?

Back 596

1. measurement of valuable results
2. accomplishment of results
3. accomplished results being rewarded
4. rewarded results being valued

Front 597

What did Kepner-Tregoe say were the top 3 reasons employees left their orgs?

Back 597

1. Lack of recognition
2. Lack of reward
3. Lack of career development

Front 598

How should orgs look at compensation?

Back 598

As a way to show employees what is valued.

Front 599

What job characteristics determine how employees are motivated in their jobs and perform highly because of them?

Back 599

The job's:
SKILL VARIETY
TASK IDENTITY
TASK SIGNIFICANCE
AUTONOMY
FEEDBACK

Front 600

What do Hackman and Oldham say is the reason why people are motivated by certain job characteristics?

Back 600

Because those characteristics affect three critical psychological states. This can also be tied to Maslow's theory.

Front 601

What was Geert Hofstede's contribution to the understanding of workforce diversity?

Back 601

He identifies a range of variable that affect instructional design in different world cultures.

His HIGH POWER DISTANCE dimension is formal, high dependence, teacher-oriented, highly personal, emphasizes status, has fixed approach and conformity.

His LOW POWER DISTANCE is informal, low dependence, learner-oriented, impersonal, emphasizes equality, has variable approach and experimentation.

Front 602

What did anthropologist Edward T. Hall offer?

Back 602

Studies in workplace proxemics. Distances for how to see spatial relationships among adults.
INTIMATE: 18", for family and lovers
PERSONAL: 18" to 4', for family and friends
SOCIAL: 4' to 12" feet, for co-workers and social
PUBLIC: 12'+ platform speakers, entertainers

Front 603

What does WIIFM stand for and how does it relate to lifelong learning and career exploration?

Back 603

WIIFM = What's in it for me?

This acronym suggests that employees consider THEMSELVES when they think about their own career growth and planning. For WLP pros working with career development and planning, it's good to consider questions that come from the WIIFM perspective so that the client's needs can be met.

Front 604

What is an IDP?

Back 604

Individual Development Plan

This plan takes a look at the CURRENT performance as compared with the performance it would take for a higher level job, determines the gap, and offers strategies to address the gap. IDPs narrow performance and skill gaps.

Front 605

What are "informational interviews?"

Back 605

Interviews conducted by the person who is SEEKING a career change or who is exploring other career options. The purpose of the interview is to gain invaluable knowledge about a particular field or career by asking important questions.

Front 606

Why are job rotations used in career exploration?

Back 606

To provide the employee an opportunity to work in a new position, develop cross-functional skills, and determine if the role is desirable. TWO TYPES ARE:

1. Cross-functional job rotations
2. Cross-country job rotations