說故事管理是一種透過故事表達以改變聽故事者的認知、左右其判斷以及激勵其行動的管理方式，隨著職場中的世代交替、工作型態的轉變、領導思潮的興起等環境因素的改變，說故事管理已經成為值得公部門學習的嶄新管理方式。本文先對說故事管理意義加以釐清，並分析其在公共行政中的理論背景，以及其興起的環境因素，引介並歸納適用於公部門的故事類型，包含界定關係、詮釋現狀、描繪願景、指引行動等四種，再說明進行說故事管理時影響其成效的關鍵之處，以及解析說故事管理所可能面臨的成為無啟發作用的流水帳、管理者自吹自擂的工具、缺乏信任關係的聽眾、太過明確的指導意涵以及過於急功近利等五個主要的陷阱。

Management by storytelling is a craft for manager to influence the audience. Its aim is to change the thought and cognition of the audience, influence their judgments and inspiration actions. As the change of environment, management by storytelling has been the target of lesson-drawing for public manager. This article clarifies the meaning of storytelling, explaining the factors of its appearance, and trying to find its theoretical basis in public administration. After introducing the categories of stories by Denning and Simmons, this article concludes four types of stories that could apply to public sector; they are defining relationship stories, explaining status quo stories, vision stories and sparking action stories. Then the article analyzes the crafts and key points of the practice of storytelling, and takes notice the pitfalls of storytelling. The pitfalls of storytelling includes focusing on the trifles that have not any inspiration, becoming the instruments for manager to brag, absence of trust relationship between storyteller and audience, implying direct mandates in stories and the expectation of immediate effects.