THE AUTHOR, SPEAKING FROM HIS EXPERIENCE AND PERSPECTIVE AS A LABOR MEDIATOR, EMPHASIZES THE IMPORTANCE OF HAVING THE PRISON STAFF AS WELL AS THE INMATES UNDERSTAND THE BENEFITS THAT WILL RESULT FROM AN EFFECTIVE GRIEVANCE PROCESS. THE EASING OF TENSIONS, THE NEUTRALIZING OF POTENTIALLY DANGEROUS HOSTILITY, AND MORE INMATE RESPONSIVENESS WITHIN THE LIMITS OF NECESSARY SECURITY REQUIREMENTS ARE SOME OF THE PREDICTED RESULTS OF A GRIEVANCE PROCESS THAT WILL AID THE PRISON STAFF IN THE PERFORMANCE OF ITS DUTIES. ARBITRATION, THE INTRODUCTION OF A THIRD, OBJECTIVE PARTY INTO NEGOTIATIONS, IS CONSIDERED THE MOST PRACTICAL FORM FOR DECISIONMAKING IN THE GRIEVANCE PROCEDURE. IT IS INDICATED THAT THE DECISIONMAKING POWERS OF AN ARBITRATOR SHOULD HAVE CLEARLY DEFINED LIMITS. IT IS RECOMMENDED THAT THE ESTABLISHMENT OF SUCH A GRIEVANCE MECHANISM BE IMPLEMENTED IN A STEP-BY-STEP EVOLUTIONARY PROCESS. THIS WOULD PERMIT GRADUAL ADJUSTMENT TO CHANGE, WHILE ALLOWING FOR DISCUSSIONS OF PROBLEMS IN THE GRIEVANCE MECHANISM AT EACH STEP OF IMPLEMENTATION. THE INVOLVEMENT OF BOTH STAFF AND INMATES IN THE DEVELOPMENT OF THE PROCESS IS ADVISED. SUGGESTIONS ARE OFFERED FOR THE SELECTION OF THE LEADERSHIP IN THE DEVELOPMENT OF A GRIEVANCE PROCESS. THE PROCEDURE FOR CHOOSING INMATE REPRESENTATIVES IS ALSO TREATED. (RCB)