Corporate apologies are coming in thick and fast. The list includes Mattel saying sorry for the lead paint found in toys, Apple's Steve Jobs apologizing to iPhone early adopters, Whole Foods Market's John Mackey doing a mea culpa about his online behavior and JetBlue begging forgiveness for stranding passengers.

What's driving this sudden outbreak of humility are the new rules of corporate engagement and that's to be welcomed says Alyce Lomax at Motley Fool.

We can't say whether the CEOs meant it when they apologized, but that's not the point, says Lomax.

"If you never have to say you're sorry, either you never make mistakes, or you're never willing to take responsibility,'' she writes. "Since we hold CEOs accountable for our companies' futures - that's why they make the big bucks, right? - shareholders should be glad to see that maybe, just maybe, those leaders are starting to accept the occasional dose of humility."

These new crisis management rules are spelled out in more detail by the management experts from Wharton.

They say it has to be done quickly, preferably online and maybe even posting something on YouTube or on blogs, and it has to be believable.

Maybe, but apologies are risky. Before rushing out to apologize, CEOs should consider 11 questions:

1. Was the offense serious?

2. Should the CEO assume responsibility?

3. Is the cost of saying something likely to be lower than the cost of saying nothing?

4. What function would the apology serve?

5.Who benefits?

6. Why would an apology matter (for strategic reasons? moral reasons?)?

7. What happens when the apology is made and would it placate the injured parties and hasten resolution?

8.Will an apology create legal problems?

9. If you don't apologize, would the problem fade?

10. Will a refusal to apologize make it worse?

I explain why apologies are risky in a column here.