Question 1: Have you defined the problem accurately?
Question 2: How would you define the problem if you were to stand on the other side of the fence?
Question 3: How did this situation occur in the first place?
Question 4: To whom and to what do you give your loyalty as a person and as a member of the corporation?
Question 5: What is your intention in making this decision?
Question 6: How does this intention compare with the probable results?
Question 7: Whom could your decision or action injure?
Question 8: Can you discuss the problem with the affected parties before you make your decision?
Question 9: Are you confident that your position will be as valid over a long period of time as it seems now?
Question 10: Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, society as a whole?
Question 11: What is the symbolic potential of your action if understood?  What is it if it's misunderstood?
Question 12: Under what conditions would you allow exceptions to your stand?

from Laura L. Nash, Ethics without the Sermon.  Harvard Business Review, December 1981.