This paper contains a theoretical analysis and empirical study that support the major premise of Robert Dubin's minimal-linkage construct-that restricting communication links increases organizational stability. The theoretical analysis shows that fewer communication links are associated with less uncertainty, more redundancy, and greater stability. In the empirical study, 94 members of six organizational groups provided sealed responses to questions about their organizations' perceived stability and openness of communication; the correlations for the two variables, computed separately for the subjects and for the groups, were negative and statistically significant. The paper concludes that Dubin's major premise seems justified, though caution in its applications is warranted. (RL)