The structure consists not only of the number of steps in the negotiated grievance procedure but also the parties' provisions for what occurs at each step. The grievance procedure negotiated by the U.S. Postal Service and the major unions representing postal employees illustrates this thesis. In each of the five rounds of national-level negotiations since the inception of the Postal Service in 1971, the parties have agreed on changes to facilitate operation of the grievance procedure. The frequent and numerous changes resulted from the pressure brought on by large numbers of grievances in a system which was poorly prepared to handle the volume. The parties have a relatively young relationship with full-fledged collective bargaining, and inexperience in labor relations has affected all concerned. All those involved in postal labor relations realize that structural reforms or stopgap solutions cannot provide the ultimate solution of the grievance problem. The parties have begun to look for ways to change the basic atmosphere in employee relations which might reduce the number of grievances filed. While parties too often accept the grievance procedure as a given and focus only on the final step as a subject for changes, they need to review their experience on an ongoing basis. Eleven footnotes are supplied.