Analyzing Coles' 'Quiet Hour' Program: A Change Project Plan Report

This report analyzes Coles' "Quiet Hour" program, a change initiative designed to improve the shopping experience for individuals with autism. It begins with an executive summary outlining the program's context, motivation, and areas for improvement. Part A presents a detailed change project plan, including organizational context, vision, objectives, scope, key drivers, goals, actions, and stakeholder analysis using the ADKAR and DOCA models. Part B analyzes the importance of strategic leadership, effective communication, personal and team development, and legislative considerations. The report highlights Coles' efforts to create a more welcoming environment for autistic shoppers, driven by both external factors like social responsibility and internal factors such as market competition. The analysis emphasizes the need for ongoing training, customer feedback, and collaboration to ensure the program's continued success and expansion across all eligible stores. The report concludes by summarizing the benefits of the program and the need for strategic leadership and collaboration.

Running head: QUIET HOUR PROGRAM
Analyze AND DEVELOP A CHANGE PROJECT PLAN
[“QUIET HOUR” PROGRAM, an Initiative by COLES to Make Shopping Easier for
AUTISTIC People]
Name of the student:
Name of the university:
Author note:

1QUIET HOUR PROGRAM
Executive summary
The report aims to produce a change plan report as well as to analyze it by using relevant
contents as shown in the study. The change project is about the "Quiet Hour" program as
launched by Coles supermarket in 2017. The program was targeted to Autistic people. As the
report identifies, Coles had its motivation boosted in this program after it received a flood of
support from Mums who earlier struggled to shop together with their son in a highly sensitive
shopping environment. This encouraged Coles to introduce the program to many Coles
supermarket. A massive expansion of the program receives support in the form of training for
team members. However, the study could identify a few areas where more works are required to
keep succeeding with Quiet Hour. This includes but not limited to strategic leadership during
change.

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Table of Contents
INTRODUCTION...........................................................................................................................3
PART A: CHANGE PLAN REPORT.............................................................................................3
- The Organization Context and Introduction to the Change Initiative.......................................3
- A Change Project Plan:.............................................................................................................4
- Vision, purpose and values....................................................................................................4
- Organizational objectives – description of any strategies in place.......................................5
- Scope of the project...............................................................................................................6
- Key drivers – External and Internal......................................................................................8
- Broad goals and measures.....................................................................................................9
- Actions and milestone (timeline)........................................................................................10
- Collaboration model and Stakeholder analysis...................................................................11
CONCLUSION..............................................................................................................................13
PART B: REPORT ANALYSIS...................................................................................................14
The importance of strategic leadership during change..............................................................14
The implementation of an effective communication and collaboration plan............................14
The importance of personal and team development planning...................................................16
An Identification of legislative considerations..........................................................................17
REFERENCES..............................................................................................................................18

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INTRODUCTION
This report aims to understand how a major firm can make a difference to its impact on
the customer by adopting a minor yet meaningful approach for a section of its customer base.
Coles is a major Australian firm that is showing how to act influentially at supporting the
community and listening to customers. It is about the "Quiet Hour” Program, which went live in
2017 for the first time. Since then Coles is massively expanding with this program across its
stores (And.org.au 2020). The motivation to operate at such a large scale may have been
obtained from an overwhelming response of customers to this initiative. For example, this
section captures the emotions of a “MUM” who was part of a “Quiet Hour” pilot program held
three years back at the Ringwood and Balwyn East Coles stores in Victoria. Reportedly that
Woman was in tears because of the joy she could buy for her and her child suffering from
autism. According to the Woman, it indeed was a great move for those suffering from autism as
this initiative significantly makes shopping easier for all such people (Qt.com.au 2020).
PART A: CHANGE PLAN REPORT
- The Organization Context and Introduction to the Change Initiative
The “Quiet Hour” initiative has an Organisation Context as it can add more to Coles’
customer base. There can be many factors behind Coles going for this initiative. It can be the
reflection of their desire to be recognized as a socially responsible employer. It can also be for a
fact that Coles is at the most difficulty in terms of attracting fresh customers. ‘Woolworths’ has
maintained a good market share. Aldi has been the most affordable place to shop from. Coles
still holds close to 22% of market shares. However, Aldi will reach closer to both Woolworths

4QUIET HOUR PROGRAM
and Coles by 2030. The market shares for Aldi will expectedly be 22% by 2030 equaling the
figures of 22% of Coles and inching closer to 28% of Woolworths (Smh.com.au 2020). It
indicates that Coles might lose its reputation of being the second-largest supermarket brand of
Australia to Aldi. Coles needs to use more of such initiatives to create reasons for Australian
consumers.
Coles launched the “Quiet Hour” initiative in partnership with Autism Spectrum
Australia. The changes include the below-mentioned points (Qt.com.au 2020):
 Lowering down the Coles Radio to the lowest possible volume
 Dimming the lights by 50%to make it more suitable for autism people
 Turning down volumes for register and scanner to the lowest mark
 Removing roll cages to a possible extent from the shop floor
 PA announcements to be avoided
 Offering free fruit to customers at the customer service desk
Appreciably these small changes brought to the shop floor helped reduce the noise and
distractions. It made the shopping experience a delightful experience for customers who used to
find it a tough act to perform. It provided them relief from an intensified sensory shopping
environment.
- A Change Project Plan:
- Vision, purpose and values

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The long-term vision with this initiative is to make stores more welcoming and
responsive to the needs of those who generally find shopping a tough act in supermarkets.
The purpose is to become increasingly active in listening to the customers and
responding to their suppressed yet observable demands.
The change initiative creates values in many ways. The initiative will help Coles to offer
shopping opportunities to those who are autistic. Autistic people and their family members will
feel being valued. It should bridge the gap that existed between the shop floor, and Mums and
Dads having one or more kids as autistic. Such Mums and Dads could not enjoy shopping with
their kids just because their kids had autism and were not comfortable shopping in a sensory
environment.
- Organizational objectives – description of any strategies in place
Below are the objectives of “Quiet Hour” program:
 To offer Quiet Hour at every eligible Coles supermarket by 2023 (Dailymail.co.uk 2020)
 To give people on the autism spectrum an incredibly overwhelming shopping experience
(Dailymail.co.uk 2020)
 To give more training to team members to increase their understanding of sensory
overload and how to best respond to customer needs (Qt.com.au 2020)
Description of Strategies

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Coles is investing in training to be given to team members, so that, it helps increase their
understanding of sensory overload for autistic people. Besides, the training will also be helping
team members in responding efficiently to customer needs (Qt.com.au 2020). More Coles
supermarket is going for the "Quiet Hour” program. Fifty-six stores in New South Wales, 27 in
Queensland and 20 in Western Australia are being added to the Program (And.org.au 2020).
- Scope of the project
The scope of the project can be explained using a change management framework. Many
frameworks can be used to lead a change; however, the ADKAR framework is being picked up
to explain the scope of the project. Hence;
Fig 1: ADKAR Model of Change
(Source: Hiatt 2006)

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ADKAR says that ‘Awareness’ is necessary for understanding the need for change. Coles
supermarket is letting consumers know about this campaign with a “kiosk advertising” across its
stores. The kiosk advertisement explains the duration and day of operation. It also communicates
the message that should go to the target people. Below is a glimpse of kiosk advertisement done
at one of the Coles supermarkets:
(Source: (Dailymail.co.uk 2020)
The evidence of ‘Desire’ to support the change can also be found in Coles investing in
training for team members educating them on how to perform well with this new initiative.

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The ‘knowledge’ of how to change will be generated through training programs for teams
deployed at Coles supermarket eligible for the "Quiet Hour" program.
The ‘Reinforcement’ to let the change continue can be possible for Coles; however, few
of its supermarket currently lack the ability or technology to go live with “Quiet Hour”.
- Key drivers – External and Internal
External
Coles supermarket has been trying to become a socially and environmentally responsible
player. The evidence of the fact can be traced in 'Coles' help for improving cancer care for the
youth and children. Besides, Coles tries to address the food insecurity issue. It also promotes the
use of sustainable products and practicing eco-friendly supermarkets (Colesgroup.com.au 2020).
All these indicate Coles’ desire to look for a new opportunity where it can prove its worth to
the community it serves. This is what perhaps has driven Coles towards targeting autistic people
on the selected day of the week and for a limited period. It is a good move considering the
outpouring of support from the Mums of autistic children (Smartcompany.com.au 2020).
Internal
Coles has enjoyed a duopoly status with Woolworths for so many years; however, this
duopoly can be at danger anytime. Coles supermarket might lose its position to Aldi in years to
come (Smh.com.au 2020). This may have driven Coles to fight for its position with a new and

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fresh move. Moreover, Coles’ strength is also to practice effective CSR programs. This might
have been a reason behind the “Quiet Hour” program of Coles.
- Broad goals and measures
Goals Measures
Financial Boosting market shares by
2030
Increasing count for
Australians on the Autism
Spectrum will indicate
whether the program is still
winning hearts.
Internal Business Processes  To nurture the skills
of team members
 Customer feedback
 An increasing count
for positive feedback
will indicate that the
training is yielding the
desired outcomes or
vice-versa.
 To equip the
technology in stores
that are currently
ineligible for "Quiet
Hour" program
The technological
infrastructural refurbishment
in stores currently not eligible
for the program
Learning and Growth By investing more in training  Increasing process

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and infrastructural
refurbishment of stores
currently not eligible for the
initiative
understanding of team
members
 Number of stores with
"Quiet Hour" program
Customer Need to continue with the
existing Quiet Hour programs
Customer feedback, which is
very encouraging at the
moment.
Table 1: Balanced Scorecard
- Actions and milestone (timeline)

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Fig 2: Timeline
- Collaboration model and Stakeholder analysis
2017
the "Quiet Hour" pilot program went live
2018
Expanding number of stores with the Quiet Hour
2019
Expanding massively across many Coles supermarket
2020
In the future the number of stores with Quiet Hour should go up considering
the expansion spree of Coles.
Technological capablity of stores will also grow that should lead to an
expanded customer base.

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Fig 3: The DOCA model of adaptive collaboration
(Source: Essawi and Tilchin 2012)
The above is a figure of the “DOCA Model of Adaptive Collaboration”. It says that to
lead a change process there should be adaptive collaboration (AC) between the functional
stakeholders of the project.
Organizing AC: The team members involved in the “Quiet Program” should represent
diversity in skills, beliefs, ideas, and political and religious backgrounds. A heterogeneous group
thus formed should produce new and creative ideas for Coles.

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Creating AC Groups: It should have the trainers, trainees, project lead, communication
coordinator, VP of communications and store managers involved in leading this Quiet Hour
program forward.
Assigning Group Members to the tasks: Group members should possess more or less
similar skills as required for this program.
Determining an Infrastructure of AC: There will be collaboration during training
times. Such sessions will help to gain more understanding of how to deliver the best service with
Quiet Hour. Store managers and team members can collaborate through short meetings
discussing things that could help to offer more efficient service.
CONCLUSION
Therefore, it can be said that Coles supermarket seems like have found benefits in
conducting the "Quiet Hour" program. It can be traced to expanding the number of Coles
supermarkets with the Quiet Hour program. Besides, Coles also invest in training programs for
team members. However, it needs to take a good utilization of collaboration between the store
managers, team members and trainers to capitalize on the outpouring of support generated from
Quiet Hour.

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PART B: REPORT ANALYSIS
The importance of strategic leadership during change
A change irrespective of its scale can bring the leaders at problems if not lead
strategically. Indeed, strategic leaders know exactly how to set examples for others to follow.
Strategic leaders can direct the required organization resources towards one common goal. They
can do it by motivating employees and encouraging them to become a part of a shared change
vision (Norzailan, Yusof and Othman 2016). Strategic leadership in the context of Quiet Hour
will be to ensure that training modules are regularly updated based on customer feedback of the
program and employee experience of offering the service. Capturing customer feedback should
be a regular process as this will help to bring in improvement works to Coles' internal processes.
Leaders at Coles should consider a boost across the people and technological capabilities of
Coles supermarket those are yet to launch Quiet Hour. On top of all, Coles should not
experiment too much with the already offered services as that may bring some uncertain results.
It is recommended that the policymakers and change leaders know what roles to be
played with strategic leadership in place. They should have a good measure of the numerous
resources required to achieve the vision with Quiet Hour.
The implementation of an effective communication and collaboration plan
For effective implementation of the change, there should first be a good communication
plan. Communication plan can be similar to one shown below:

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Member Role
Title
Frequency Channel Notes
Communication
Coordinator
Daily daily emails as
required, weekly-
based meetings
taking care of needs,
questions, deliverables, etc.
VP of
Communications
for Major
Milestones
progress update
via email, budget
final approved files
Communications
Project Lead
Weekly emails, weekly
meetings
final approval on the
milestones to be achieved,
providing strategic direction
as needed
Table 2: Communication Plan
As shown in the above table, those who are responsible for taking care of
communications in the change can collaborate effectively in several ways. Emails can be used
for reporting daily. Weekly-check in meetings can be used for a bigger purpose like discussing
some major challenges faced while communicating the change updates. It can be a glitch of
technology or anything else. Milestones need to be approved and shared with the VP of
communications. This should win an appreciation from the VP of communications as needed to
stay motivated and remain engaged with the updates on Quiet Hour.
It is recommended that communication practices are regularly monitored. It will help to
identify the potential gaps in communications. There can be few ignorance on part of sending
emails. If such is a case there can be a potential delay of a message or more reaching the

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concerned person. Such things affect the flow of work and hence, the overall productivity gets
affected. For example, customer feedback should be sent immediately to the concerned
department. This will help in quick demonstration of the issue as well as the formation of a
strategy. Moreover, quicker actions can be taken when communications are spontaneous.
The importance of personal and team development planning
The success of the Quiet Hour program should be lived for longer times. Coles
supermarket needs to show to its consumers that they always look to offer something different to
enrich the shopping experience of its consumers. They have proved it in the past; they are doing
it back again with Quiet Hour. The overwhelming appreciation from customers for this program
should not go to waste. Hence, they should look to offer more refine services to give their
autistic customers and their Mums a fresh experience of shopping at Coles supermarket. Quiet
Hour was a small move when the pilot version of the program was launched in 2017 (Qt.com.au
2020). It now grew to new heights of success and popularity. Hence, the responsibility to take
care of the program has also enhanced. There is perhaps no good way than to manage these
increased responsibilities with Personal and Team Development Planning.
Personal development will include doing self-SWOT analysis regularly. Individuals may
tend to skip from doing such practices. It is, therefore, safer to hand over this task to Project
Lead. ‘Project Lead’ can check for the strengths and weaknesses of individuals in many ways.
They can verbally check for the skills set of individuals or go for a performance evaluation test
based on individuals' contributions to the project. The results will show whether there is any

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improvement on part of individuals’ understanding of the program and delivery of service
(Sangster 2017).
The overall team development can be planned based on the results of the evaluation test
of the project outcomes over a certain time. The evaluation can be done against the set of key
performance indicators (KPIs) as identified by the Project Management Team and the Senior
Designated People in Coles. KPIs can also be added with the Balanced Scorecard as suggested in
the study. This will inform on the required resources to hit the KPIs set for the team
performance.
An Identification of legislative considerations
The Quiet Hour program should be lead with considerations for legislation such as the
Fair Work Act 2009 and the Racial Discrimination Act 1984 (Safetyandquality.gov.au 2020).
The Fair Work Act 2009 at the minimum provides fairness at work and helps to enable flexible
working. The Racial Discrimination Act 1984 considers certain contexts of racial discrimination
as unlawful in Australia.

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REFERENCES
And.org.au 2020. Coles is massively expanding its. [online] And.org.au. Available at:
https://www.and.org.au/news.php/365/coles-is-massively-expanding-its-quiet-hour-program-for-
shoppers-with-autism [Accessed 29 Jan. 2020].
Colesgroup.com.au 2020. [online] Colesgroup.com.au. Available at:
https://www.colesgroup.com.au/FormBuilder/_Resource/_module/ir5sKeTxxEOndzdh00hWJw/
file/Coles_Annual_Report_2019.pdf [Accessed 29 Jan. 2020].
Dailymail.co.uk 2020. Coles expands its 'Quiet Hour' promotion to stores across Australia.
[online] Mail Online. Available at: https://www.dailymail.co.uk/news/article-6771755/Coles-
expands-Quiet-Hour-promotion-stores-Australia-customers-shop-peace.html [Accessed 29 Jan.
2020].
Essawi, M. and Tilchin, O., 2012. Adaptive Collaboration Model for Organizational
Change. American Journal of Industrial and Business Management, 2(04), p.145.
Hiatt, J., 2006. ADKAR: a model for change in business, government, and our community.
Prosci.
Norzailan, Z., Yusof, S.M. and Othman, R., 2016. Developing strategic leadership competencies.
Journal of Advanced Management Science Vol, 4(1).
Qt.com.au 2020. 'I'm in tears': Coles idea that could change how we shop. [online] Queensland
Times. Available at: https://www.qt.com.au/news/im-tears-coles-idea-could-change-how-we-
shop/3213427/ [Accessed 29 Jan. 2020].

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Safetyandquality.gov.au 2020. [online] Safetyandquality.gov.au. Available at:
https://www.safetyandquality.gov.au/sites/default/files/migrated/Workplace-Diversity-Policy-
Jan-2015.pdf [Accessed 29 Jan. 2020].
Sangster, C., 2017. Planning and organizing personal and professional development. Routledge.
Smartcompany.com.au 2020. Coles expands autism-friendly Quiet Hour shopping experience
following outpouring of support - SmartCompany. [online] SmartCompany. Available at:
https://www.smartcompany.com.au/industries/retail/coles-expands-quiet-hour-autism-friendly-
quiet-hour-shopping-experience-173-stores/ [Accessed 29 Jan. 2020].
Smh.com.au 2020. Duopoly no longer: Aldi could be as big as Coles and Woolies by 2030.
[online] The Sydney Morning Herald. Available at:
https://www.smh.com.au/business/companies/duopoly-no-longer-aldi-could-be-as-big-as-coles-
and-woolies-by-2030-20190806-p52eh4.html [Accessed 29 Jan. 2020].