PTD Exam flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Emotional intelligence (Goleman)

Four domains: self-awareness, self-management, social awareness and relationship management. Self-awareness - accurately recognizing one's own emotions and triggers - is the foundation the other three depend on.

Tuckman's team development stages

Forming, storming, norming, performing, adjourning. Storming is where disagreement about roles and influence surfaces; teams that never resolve it stay dependent on the leader and avoid real conflict.

RACI matrix

Responsible performs the work; Accountable owns the outcome and signs off, exactly one per task; Consulted gives two-way input before the decision; Informed receives one-way updates after it.

SBI feedback model

Situation, Behavior, Impact. Describe the specific context, the observable action without attributing motive, and the effect it had. Separating observation from interpretation lowers defensiveness.

Triple constraint

The interdependence of scope, schedule and cost in a project: changing one requires adjusting at least one of the other two. Quality and risk sit inside the triangle.

Hofstede's cultural dimensions

Six national-culture dimensions: power distance, individualism-collectivism, uncertainty avoidance, masculinity-femininity, long-term orientation, indulgence-restraint. They describe country-level tendencies, not individuals, so they cannot predict one person's behavior.

70-20-10 model

Rule of thumb that about 70 percent of learning comes from challenging work, 20 percent from relationships such as coaching and feedback, and 10 percent from formal courses. Used to check a development portfolio's balance.

Conflict of interest rule

When a personal, financial or relational interest could bias a talent development decision, disclose it in writing to the sponsor and recuse yourself from the decision or its evaluation.

Active listening behaviors

Paraphrasing content, reflecting feeling, asking open questions and summarizing. The listener's task is to verify understanding before responding, which differs from waiting for a turn to talk.

Consensus versus consent

Consensus means everyone agrees; consent means nobody has a principled objection and the team can proceed. Consent shortens decisions when full agreement is not actually required.

ADDIE model

Five phases: Analysis, Design, Development, Implementation, Evaluation. In practice the phases overlap, and evaluation data feeds back into analysis after each rollout.

Bloom's revised taxonomy

Six cognitive levels ordered from lower to higher: Remember, Understand, Apply, Analyze, Evaluate, Create. Write each objective at the level the actual job task demands.

Gagné's nine events

Gain attention; state objectives; recall prior learning; present content; provide guidance; elicit performance; give feedback; assess; enhance retention and transfer. The sequence maps a lesson from opening to transfer.

Merrill's First Principles

Instruction is promoted when it is problem-centered and includes activation of prior experience, demonstration, application with feedback, and integration of the new skill into real work.

Kirkpatrick's four levels

Level 1 reaction, level 2 learning, level 3 behavior, level 4 results. Level 3 measures on-the-job application and needs follow-up after learners return to work; level 4 measures business outcomes.

Phillips ROI level

Level 5 of the ROI Methodology: ROI% = (net program benefits ÷ program costs) × 100, where net benefits are monetary benefits minus costs. Isolating the program's effect precedes the calculation.

Cognitive load types

Intrinsic load is the inherent difficulty of the content relative to prior knowledge; extraneous load comes from poor design; germane load is effort spent building schemas. Reduce extraneous load first.

Redundancy principle (Mayer)

People learn better from graphics plus narration than from graphics, narration and identical on-screen text, because reading and listening compete for the same verbal processing channel.

Mager objective format

Three parts: performance (observable action), conditions (tools, cues and environment allowed), criterion (standard for acceptable performance). Each objective uses one measurable action verb.

SCORM versus xAPI

SCORM packages content for an LMS with a fixed run-time API and tracks completion and scores inside that LMS. xAPI records actor-verb-object statements, so learning outside the LMS can also be captured.

GROW coaching model

Goal, Reality, Options, Will. The coach asks questions in that order so the coachee sets the goal and chooses the action, keeping ownership with the learner rather than the coach.

SECI knowledge conversion

Nonaka's four modes: Socialization (tacit to tacit), Externalization (tacit to explicit), Combination (explicit to explicit), Internalization (explicit to tacit). Explicit knowledge can be stored; tacit knowledge cannot.

Kotter's eight steps

Create urgency, build a guiding coalition, form vision and strategy, communicate it, remove barriers, generate short-term wins, consolidate gains, anchor changes in culture. Sequence matters.

ADKAR model

Awareness, Desire, Knowledge, Ability, Reinforcement. Change succeeds only when each individual moves through the elements in order; a gap identifies where the intervention should focus.

Lewin's change model

Unfreeze, change, refreeze. Unfreezing reduces the restraining forces that keep current behavior stable; refreezing reinforces the new behavior so it survives without active support.

Bridges transition model

Three phases of internal transition: ending (letting go of the old), neutral zone (ambiguity, high creativity and high risk), new beginning (identity and purpose re-form). Transition is psychological, not the change event itself.

Gilbert's Behavior Engineering Model

Six factors in two groups. Environment: information, resources, incentives. Individual: knowledge, capacity, motives. Check the environment first, because most performance gaps originate there.

Balanced scorecard perspectives

Financial, customer, internal process, and learning and growth. Learning and growth is the enabler: capability improvements drive process performance, then customer outcomes, then financial results.

Nine-box grid

A talent review plotting performance against potential, three bands on each axis. High performance with low potential often identifies a retention risk that promotion-focused succession plans overlook.

Program ROI formula

ROI% = (net program benefits ÷ program costs) × 100, with net benefits equal to monetary benefits minus costs. A 100 percent return means benefits equal twice the cost, a 2:1 benefit-cost ratio.

Analytics maturity levels

Descriptive answers what happened, diagnostic why it happened, predictive what will happen, prescriptive what to do about it. Most talent development functions report only descriptive metrics.

Appreciative inquiry 4-D cycle

Discover the best of what exists, Dream what could be, Design the ideal, Destiny to sustain it. It builds change from strengths rather than from a deficit problem list.