Faith and culture remain closely connected. Faith that does not become a culture is not the belief of the original. Nevertheless, we can observe two behavioral and confrontational and cooperative models over the history of these two relationships. Confrontation is a kind of cultural opposition to faith. Cooperation is aimed at comprehensive cooperation. The article analyzes the history of these relations which together with the new person’s awareness of the Church was able to develop a new concept of culture through which the Church will not only try to remove accommodation but also try to root in the world. Doing that, Church doesn’t forget about the evangelizing nature of the culture and communicative character of faith. Faith in Christ can be a source of culture with a C hristian profile, however, the point of departure for culture will always be human and not faith. The task of Culture is to express who a person is. Emphasizing this anthropology that portrays a man as a cultural centre goes hand in hand with presenting the human person as a picture of God. The above statement is the summit of personalistic anthropology and the source of the greatest human dignity. In this way, anthropology and Christology are as close as possible to each other.

Mineral markets, in spite of many common features with other goods markets, are distinctive. Their functioning sometimes deviates from the rules of the free market. This feature results from the specificity of acquiring the good being an object of trade. In general, changes in the supply of strategic raw materials are indicated earlier (characterized by a lengthy investment cycle from deposit reconnaissance to mining development), develop slowly, andare inelastic. Demand for common mineral raw materials often has a clear and economic character. However, mineral markets as well as markets of other goods have a common feature - the fact that both are a place where an incessant game is being played. In general, two types of strategic behaviours are distinguished: competition or cooperation. This paper recalls an existing model known as the oil market game. Based on a three-entity market of aggregate producers, an attempt has been made to model entrepreneurs' behaviour. The analysis applies n-person game theory. Game theory enables the evaluation of diverse potential coalitions forming. Possible strategies of activity coming from the prospect of cooperation (or its omission) are presented. Expected payoffs are estimated for possible alliances. Proposals for the division of the payoffs among the participants forming the coalition are also suggested.