Because of the power of language, stories are not neutral (Mumby & Clair, 1997). By drawing attention to the interests of dominant groups, they reify structures, and reproduce power, they can create and maintain a culture of obedience (Witten, 1993). When organization members are seeking guidance in making decisions, for example, stories offer easily remembered principles. If the principles are created by others who are interested in production and output over individual development, or unusual heroic efforts demanding unfair practices, or any other outcome that is not clearly in the interest of others, then a story can be an implement of power rather than simple a clarification of organizational values.