Answer to Question 1
Have you defined the problem accurately? What are the factual implications of the situation rather than a biased perspective that reflects your loyalties?
How would you define the problem if you stood on the other side of the fence?
How did this situation occur in the first place? What is the historical background of events leading up to this situation?
To whom and to what do you give your loyalty as a person and as a member of the corporation?
What do you want to accomplish in making this decision?
How does this intention compare with the probable results?
Whom could your decision or action injure?
Can you discuss the problem with the affected parties before you make your decision?
Are you confident that your position will be as valid over a long period of time as it seems now?
Could you disclose without qualms your decision or action to your boss, your CEO, the board of directors, your family, and society as a whole?
What would this decision symbolize for others if they interpret it correctly? What could it symbolize if the decision is misinterpreted by others?
Under what conditions would you allow exceptions to your stand?
Answer to Question 2
When psychological contracts are violated, people respond emotionally with moral outrage, shock, indignation, betrayal, resentment, and anger. Violated contracts also result in decreased employee satisfaction, performance, commitment, discretionary behavior to help the organization, and intentions to remain with the organization.
