Détecter un mensonge

Si vous pensez que quelqu’un dit la vérité, c’est qu’il ment :

1. On dit que celui qui ment n’a pas un regard franc. Faux. Son cerveau ayant un supplément d’activité, l’œil du menteur tend à être fixe.
2. Mais les différences entre hommes rendent ce critère inutilisable (à moins d’enregistrer le clignement d’œil naturel de l’individu ?).

Je me demande aussi, dans la ligne de l’exploitation des techniques de manipulation à l’usage des affaires, si le malhonnête n’a pas adopté un comportement qui auparavant signifiait l’honnêteté. Bref, il va falloir apprendre à se méfier de ses émotions, manipulées, et à utiliser sa raison.

Compléments :

• The Load of Lying: Testing for Truth.
• Sur les sciences de la manipulation à l’usage du manager, un commentaire que j’ai laissé sur un blog américain (d’où sa langue) :

Management sciences have been studying and using “irrationality” before economics. For example, Skinner’s works about how to “program” people have been used to conceive techniques to motivate sales forces.
Management sciences are all about having people do what you want them to do. They have two targets: 1) your market (marketing) 2) your organisation (“organisational behaviour”). A large part of an MBA course is about how to influence people (the remaining being about finance and the rationality of markets).
A few examples:
-Professor Cialdini (cf. his bestseller: “Influence: science and practice”) teaches you how to use universal rules mankind follows unconsciously to get what you want from people. For example reciprocity (“people repay in kind”), social proof (”people follow the lead of similar others”), consistency (cf. London stock exchange’s “My word is my bond”), etc.
-Professor Chatman studies corporate culture (i.e. the mostly unconscious rules guiding the behaviour of members of a company) and explains how a manager can use it to get more from employees, and have them do what he wants them to do (change management).
-Among other interesting studies there is quite a lot about how to use “framing” in negotiation.
These sciences have two unexpected characteristics: 1) parasitism: they tell you how to exploit society in your own interest; 2) totalitarianism: they tell you how to use people as “machines”. (This has been known for quite some time: March and Simon (“Organizations”) have shown that traditional organisation sciences make the assumption of the “machine” model of human behaviour.)