To keep up with today's volatile market, an organization must be able to adapt to its environment in order to remain competitive. In order to accomplish the often difficult task of continued growth, an organization must plan and be prepared for change in all facets in an ever-changing business world. Changes have been shown to cause organizational chaos, initiative overload, and, in some cases, complete collapse of the organizational structure. One option for overcoming the uncertainty of organizational change is to develop a plan that implements the concept of dynamic stability. Dynamic stability could be defined as ongoing but relatively modest change efforts that involve reconfiguring existing business practices and models rather than inventing new ones. An organization will be able to achieve dynamic stability more easily by establishing the concept of tinkering, tinkering, and rhythm. DIY is about finding new applications for your products, or accumulating all your untapped resources to develop new products. DIY is often quicker and less expensive than DIY. Kludging is essentially DIY, but on a larger scale and often involves a combination of external and internal resources. Thus, it is often a financial drain for the organization as it involves considerable effort and time. As for rhythm, it is the concept of changes in timing at the most critical intervals in order to avoid destabilization of the organization. Although the pace will not result in any direct financial burden, it is crucial because it could make or break an organization. Some of the most successful practitioners of dynamic stability emphasize the importance of four operational guidelines:; reward shameless borrowing, appoint a memory manager, tinker and tinker internally first, and finally hire a general practitioner. First, rewarding shameless borrowing illustrates the concept of imitating before innovating to reduce the time and cost of organizational change. Second, appointing a memory manager provides the organization with a historical log of its activities to prevent past mistakes from recurring. Another important operational guideline would be to tinker and tinker in-house before outsourcing to increase dynamic stability control..