The ASTD Learning System is the complete, self-directed learning resource for individuals preparing for the knowledge-based exam of the CPLP [Certified Professional in Learning and Performance] program. This nine-volume set comprises 1200 pages and aligns to the nine areas of expertise as defined by the ASTD Competency Model website.

Table of Contents

• Module 1. Designing Learning
• 1. Cognition and Adult Learning Theory
• The Role of Adult Learning Theories in Designing Instruction
• Four Theories of Learning and Instruction
• Abraham Maslow's Hierarchy of Needs
• Malcolm Knowles's Adult Learning, or Andragogy
• Adult Development Theories
• Three Types of Learning and Bloom's Taxonomy
• Differences Between Teaching and Facilitating Learning
• Guidelines for Facilitating Learning
• Individual Characteristics of Learning
• Theories of Learning and Memory
• The Learning Brain Model
• Accelerated Learning
• Neurolinguistic Programming and Modes of Learning
• External and Environmental Influences
• Multiple Intelligences
• 2. Instructional Design Theory and Process
• Principles Guiding Training Design
• Theories and Models for Designing Instruction
• Basics of Course Design
• Basics of Course Development
• 3. Instructional Methods
• Instructional Strategies
• Active Training Techniques
• E-Learning Techniques
• 4. Delivery Options and Media
• 5. Job and Task Analysis
• 6. Content Knowledge From SMEs
• Collaboration With SMEs to Identify Instructional Needs
• Selection and Role of SMEs
• 7. Assessment Methods and Formats
• The Purpose of Needs Assessment
• Steps to Conduct a Needs Assessment
• General Needs Analysis Guidelines
• Levels of Needs Assessment
• Data-Collection Methods
• Results of Needs Assessment
• 8. Learning Technologies
• 9. Business Strategy and Drivers
• 10. Research Methods
• 11. Individual and Organizational Influences on Learning
• 12. Legal and Ethical Issues
• 13. E-Learning Versus Traditional Courses
• Comparison of Classroom Training and E-Learning
• Advantages of E-Learning
• Disadvantages of E-Learning
• Advantages of Classroom Learning
• Disadvantages of Classroom Learning
• Blended Learning
• E-Learning Implementation and Evaluation Considerations
• 14. Appendix A: Glossary
• 15. Appendix B: Answer Key
• Module 2. Designing Learning
• 1. Adult Learning Theories and Techniques
• 2. Instructional Design Theory and Process
• 3. Instructional Methods
• 4. Training Delivery Options and Media
• Blended Learning
• E-Learning
• When to Use E-Learning or Classroom Training
• Classroom Training
• Technology-Based Learning Benefits
• Performance Support Systems
• Self-Directed Learning
• 5. Learning Technologies
• 6. Presentation Tools and Techniques
• Creating a Learning Climate
• Training Delivery Preparation
• Basic Classroom Management
• Icebreakers, Opening Exercises, and Closing Activities
• Understanding Presentation Behavior
• Facilitating Learning Activities
• Assessing Program Objectives
• Asynchronous Versus Classroom Training
• Participant Engagement Strategies
• Presentation and Training Tools
• 7. Organizational Work Environment and Systems
• 8. Individual Learning Styles
• How Humans Learn Best
• Kolb's Learning Style Inventory
• Herrmann's Brain-Based Approach
• Neurolinguistic Programming and Modes of Learning
• Accelerated Learning Techniques
• Learning Style Inventories
• Rates of Adults Learning
• Identifying Training and Presenting Styles
• Matching Learner and Trainer Styles
• Determining Learning Preferences
• Training Needs Assessment
• 9. Cultural Differences
• Barriers to Communication
• Culture Concepts
• Culture and Learning Styles
• Emerging Issues in Adult Education
• 10. Communicating Content
• Preparing Content
• 11. Legal and Ethical Issues
• 12. Appendix A: Glossary
• 13. Appendix B: Answer Key
• Module 3. Human Performance
• 1. Human Performance Improvement
• Purpose and Goals of HPI
• Differences Between HPI and Training
• Factors That Affect Human Performance
• Human Performance Models
• Integration of HPI Parts
• Improving Performance Versus Providing Specific Solutions
• Organizational Goals and Initiatives
• Change Management Roles
• 2. Business, Performance, and Gap Analysis
• Business Analysis
• External Analysis
• Performance Analysis
• Project Scope
• Measurement Criteria and Desired Performance Outcomes
• Constraints Analysis
• Cultural Analysis
• Gap Analysis
• Workflow Analysis
• Analysis Tools
• Human Resource Needs Forecasting
• 3. Root Cause Analysis
• Root Cause Analysis Overview
• Root Causes
• Tools for Root Cause Analysis
• Importance of Gathering Data
• 4. Intervention Selection and Implementation
• Intervention Selection Overview
• Population Analysis
• Resource Analysis
• Potential Solutions
• Decision-Making Matrixes and Methods
• Common Mistakes
• Change Management
• Budgeting and Cost
• Describing Solutions
• Ethics and Integrity
• Networking
• 5. Measurement and Evaluation
• 6. Change Management
• 7. HPI Models
• ASTD HPI Model
• Rummler-Brache's Nine Performance Variables Model
• Alternate Models
• 8. Systems Thinking and Theory
• Systems Thinking
• Cultural and Global Awareness
• Mergers and Acquisitions Management
• Industry Knowledge
• Broad Company Knowledge
• System Archetypes
• 9. Group Dynamics Process
• Group Dynamics
• Tuckman Model
• Cog's Ladder
• 10. Facilitation Methods
• Facilitation and Team Development
• Questioning Techniques
• Meeting Management
• Process Mapping
• Process Improvement Methodologies
• Decision-Making Methods and Processes
• Group Dynamics, Observation, and Intervention
• Nominal Group Technique
• 11. Questioning Techniques
• Open- and Closed-Ended Questions
• Socratic Method
• The Importance of Being Nonjudgmental
• Five Why Technique
• 12. Project Management Tools and Techniques
• 13. Communication Channels
• 14. Appendix A: Glossary
• 15. Appendix B: Answer Key
• Module 4. Measuring and Evaluating
• 1. Theories and Types of Evaluation
• Purpose and Benefits of Training Evaluation
• Measurement Process
• Validity and Reliability
• Goal Attainment Methods and Performance-Based Training Evaluation
• Formative Versus Summative Evaluation
• Donald Kirkpatrick's Four Levels of Evaluation
• Phillip's ROI Methodology
• The Balanced Scorecard Approach
• Meta-Evaluation Methods
• 2. Statistical Theory and Methods
• Measures of Central Tendency (Averages)
• Frequency Distributions
• Measurement Scales, Variables, and Classifications
• Measures of Dispersion (Variation)
• Correlation
• Statistical Inference and Hypothesis Testing
• Effect Sizes
• Confidence Intervals
• Statistical Information and Data
• 3. Research Design
• Concepts and Issues
• Sources of Measurement Error
• Subject Rights
• Tools for Problem Identification
• Preparation for Research Design Development
• Data Collection Methods
• Data Storage
• 4. Analysis Methods
• Uses of Analyses
• Steps for Creating Evaluation Instruments
• 5. Interpretation and Reporting of Data
• Qualitative Data
• Display of Quantitative Information
• Estimation and Reporting of Error
• Synthesis of Data
• Communication to Users
• Parameters to Report Information
• 6. Appendix A: Glossary
• 7. Appendix B: Answer Key
• Module 5. Facilitating Organizational Change
• 1. Systems Thinking and Open Systems Theory
• What Is Systems Thinking?
• What Is Open Systems Theory?
• 2. Chaos and Complexity Theory
• Chaos and Complexity Theory Defined
• How Chaos and Complexity Relate to Change
• Similarities and Differences Between Chaos and Complexity
• OD Intervention
• 3. Appreciative Inquiry Theory
• Background
• Leading Groups or Teams
• Effective Questioning Techniques
• Multidisciplinary Learning Topics
• Experiential Activities to Expand Learning
• Organizational Realignment
• 4. Action Learning
• Six Components of Action Learning
• Action Learning and Learning Organizations
• Bloom's Taxonomy
• Six Sigma Processes
• Kepner-Tregoe Process
• Action Learning Groups
• Meeting Management
• Multicultural (Global) Groups
• 5. Systems, Culture, and Leadership in an Organizational System
• Leadership Within an Organizational Context
• Defining Leadership
• Evolution of Organizational Structures
• Evolution of Leadership Models
• Comparing Leadership to Management
• Leadership Styles
• Forces of Change on Organizations
• The Need for a Learning Culture
• Defining a Learning Culture
• Role of WLP Professionals in Leading Change
• 6. Change Theory and Change Models
• Defining the Current State
• Defining Intended Outcomes
• Selling the Change Strategy
• Planning for Change
• Analyzing Stakeholders
• Cultural Implications
• Milestone Evaluations
• Introducing Change
• Overcoming Resistance
• Reactions to Change
• Implementing Change
• Evaluating Effects of Change
• 7. Process Thinking and Design
• 8. Engagement Practices
• Needs Analysis for Change
• Six Sigma Practices for Change
• Communicating Issues to the Workforce
• Owning the Process
• 9. Communication Theory
• Communication and Facilitating Change
• Communication Styles
• Communication Channels
• 10. Diversity and Inclusion
• 11. Motivation Theory
• Motivation Best Practices
• Employee Motivators
• Motivating Learners
• 12. Mindset and Mental Models
• Management Styles
• Personal Social Styles
• Emotional Intelligence
• 13. Appendix A: Glossary
• 14. Appendix B: Answer Key
• Module 6. Managing the Learning Function
• 1. Needs Assessment Methods and Identification
• 2. Adult Learning Theories
• 3. Learning Design Theory
• 4. Learning Technologies
• Organizational Strategy as It Relates to Technology
• Technology Selection Process
• Technical Requirements
• Design/Blend/Develop
• Using Technology-Based Solutions
• Deliver/Implement/Deploy
• 5. Learning Information Systems
• Types of Learning Information Systems
• LMS Implementation
• Effects of Learning Information Systems
• 6. Marketplace Resources
• Outsourcing Training
• Vendor Materials
• Off-the-Shelf, Customized, or In-House Development
• Steps in Outsourcing
• 7. Understanding Program Administration
• Program Administration
• The Role of the Training Manager
• Program Elements
• Trainers
• Subject Matter Experts
• 8. Budgeting, Accounting, and Financial Management
• Strategic Plan Development
• The Role of the Training Manager
• Accounting Terminology
• Budget Management
• 9. Principles of Management
• Training Manager Activities
• Management and Leadership Functions
• 10. Project-Planning Tools and Processes
• Project Management
• Selecting a Project Manager
• Project Life Cycle
• Time Management
• Project Tools
• Project Management Considerations
• 11. Communication and Influence
• 12. Human Resources Systems
• HR Systems
• Training and Development
• Employee-Related Activities
• 13. Business Model, Drivers, and Competitive Position
• State of the Business
• Culture or Value Systems
• Environmental Factors
• Organizational Structure
• 14. External Systems
• External Environmental Factors
• External Relationships
• 15. Legal, Regulatory, and Ethical Requirements
• Employment Law and Regulatory Requirements
• Civil Rights
• Workplace Safety
• Securities and Financial Reporting
• IT Compliance
• Union Relations
• Intellectual Property
• Corporate Policies and Procedures
• Ethical Standards
• 16. Appendix A: Glossary
• 17. Appendix B: Answer Key
• Module 7. Coaching
• 1. Conduct Standards
• Role of a Workplace Learning Coach
• Definitions of Coaching
• Criteria for Selecting a Coach
• Coaching Issues
• 2. Ethical Guidelines
• 3. Coaching Competencies
• Setting the Foundation
• Developing Coaching Competencies
• Facilitating Learning
• Measuring Results
• The Coaching Process
• Coaching Opportunities
• Facilitation Methods and Cognitive Dissonance
• Coaching and Technology
• Coaching Certification and Training Programs
• Mentoring
• 4. Leadership Competencies Associated With Executive Coaching
• Building the Case for Executive Coaching
• Fundamental Leadership Compentencies and Skills
• 5. Appendix A: Glossary
• 6. Appendix B: Answer Key
• 8. Appendix D: Master Reference List
• Module 8. Managing Organizational Knowledge
• 1. Concepts, Philosophy, and Theory
• Information Versus Instruction
• Knowledge Management Concepts
• Knowledge Management Elements
• Knowledge Management Goals
• 2. History and Best Practices
• History of Knowledge Management
• Best Practices
• 3. Activities and Initiatives
• Knowledge Mapping in an Organization
• Purpose of Knowledge Mapping
• Knowledge-Mapping Process
• Key Principles of Knowledge Mapping
• Corporate Culture and Leadership
• Attitude of Management
• Rewards and Incentives
• Capturing Knowledge
• Knowledge Management Support
• Effects of Knowledge Management
• 4. Understanding Business Processes
• 5. Business Process Analysis
• Business Process Identification and Discovery
• Various Workflows
• Analysis Tools and Techniques
• Project Management and Project Life Cycle Issues
• 6. Technology and Knowledge
• Overview
• Content Management Systems
• Learning Content Management Systems
• Portals
• Document Management Systems
• Collaboration Tools
• Requirements
• 7. Information Architecture
• Overview
• Collaboration
• Knowledge Bases
• Systems
• 8. Database Management
• Database Server Platforms
• Query Generation
• Support Specialists
• Performance Testing
• Support for Specific Formats
• Back-Up Facilities and Fall-Back Procedures
• 9. System Analysis and Design
• Standard Techniques for Developing Systems
• 10. Strategies to Manage Culture Change
• 11. Adult Learning Theory
• 12. After Action Review Methodology
• Measurement of Improvement
• Lessons Learned
• Metrics for Usage and Value
• 13. Appendix A: Glossary
• 14. Appendix B: Answer Key
• Module 9. Career Planning and Talent Management
• 1. Workforce Planning Approaches
• Strategic Planning and Workforce Planning
• Role of HR in Workforce Planning
• Roles of Workplace Learning and Performance Professionals
• 2. Succession and Replacement Planning Approaches
• Definition of Succession Planning
• Job Movement and Replacement Approaches
• Strategic Plan Integration
• Succession Planning Processes
• 3. Job Analysis Tools and Procedures
• Job Analysis Overview
• Data-Collection Techniques
• Pre-Job Analysis
• Job Analysis Methods
• Types of Job Analysis: Advantages and Disadvantages
• Uses of Job Analysis Outcomes
• 4. Career Development Theories and Approaches
• Balance Between Personal Assessment and the Market
• Trait and Factor: Williamson's Theory
• Ginzberg's Theories
• Super Developmental Framework
• Personality or Typology
• Behavioral Counseling
• Schein's Career Anchors Theory
• Issues Associated With Career Planning Theories
• 5. Assessment Tools
• Human Resource Audits
• Multi-Rater Feedback
• Personality Type
• Career Profiles
• Leadership Assessments
• Assessment Administration Issues
• 6. Ethical Standards and Legal Issues
• 7. Career Counseling Approaches
• Career Counseling Overview
• Career Counseling Standards
• Career Counseling Theory
• Career Counseling Methods
• Career Development Models
• 8. Coaching and Mentoring Approaches
• 9. Performance Consulting Approaches
• 10. Leader and Manager Development Programs
• Leader and Manager Development Overview
• Succession Planning Programs
• Assessment Programs
• Training and Education Programs
• Job Rotation Programs
• Coaching Programs
• Summary
• 11. Performance Management Systems and Techniques
• 12. Maximizing Workplace Diversity
• Cultural Awareness
• Gender and Race Awareness
• Generational Differences
• Personal Space
• Disability Awareness
• Implications for Multiple Languages
• Inclusion Approaches
• 13. Career Exploration and Lifelong Learning
• Human Capital
• What's In It for Me?
• Individual Development Plans
• Informational Interviews
• Job Rotation
• Multiple Modalities for Learning
• 14. Appendix A: Glossary
• 15. Appendix B: Answer Key