Geopolitics Magazine March - April 2015 ( 8th Edition ) | Page 81

Geopolitics & Daily News Magazine
UN

WTO

NAFTA

IMF

APTA

World Bank
Military Operations
Russia
NA
TO

USA
EU

China

African Union (AU)
BRICS
BIS

Sc
an
din
CIS avi
an
Un
ion

OPEC

APTA
Council of Europe

Cooperation Council for the Arab
States of the Gulf APTA

G-7 G-20
Basel

Money Markets
IFF

ISDA

Conclusion
Unfortunately while the framework of EU is complicated, the European movement has been trapped to
the rhetoric of the previous years that has revived the old stereotypes and World War II Moral debts of
Germany. While the main idea behind the European Project was the establishment of a permanent
mechanism to parry the repetition of the humanitarian catastrophe that Europe has faced due to the
World War II, it seems that the current relationships between the member states are at least on
conflict with the spirit of European Project.
While huge political and financial capital has been invested to support the European project, the
economic imbalances and the major differences between each member state’s national priorities have
caused the following paradox: on the one hand the European Project has brought the European
Countries closer together, making Europe somehow smaller and somehow more homogenous, but at
the same time it fragmented Europe by estranging winners and losers. It begat what is called the
multiple speed Europe. (Landes 1998).
Camerer, C. (1999). "Behavioral economics: Reunifying psychology and economics." Proceedings of the National Academy of
Sciences 96(19): 10575-10577.
“Behavioral economics” improves the realism of the psychological assumptions underlying economic theory, promising
to reunify psychology and economics in the process. Reunification should lead to better predictions about economic behavior and
better policy prescriptions.
Christiansen, T. and C. Reh (2009). Constitutionalizing the European Union, Basingstoke.
Christie, C. D. a. A. (2014). Changes to the ECB's Voting Rules. E. P. R. Service. Brussels, European Parliament.
Eubusiness (2011). "European Commission wants EU minister of finance." Retrieved 21/6/2011, 2011, from
http://www.eubusiness.com/news-eu/economy-forum.ag2.
EURO (2013). "Working Group." Retrieved 7/1/2014, 2014, from http://www.euro-online.org/web/pages/103/working-groups.
Holmes, J., et al. (2007). "Leadership and communication: discursive evidence of a workplace culture change." Discourse &
Communication 1(4): 433-451.
Communication is an important component in the construction of workplace identities, including leader and group
identities. Micro-level analysis of everyday workplace discourse provides valuable insights into the way leadership is constructed
and how workplace culture is created, maintained, and changed. In this context, leaders and managers are inevitably significant
and influential participants, with a crucial impact on workplace culture. Drawing on audio and video data collected in 12 meetings
of an IT department, the analysis demonstrates ways in which two leaders, who succeed each other in the role of Director,
reinforce and shape the culture of the workplace in which they operate. While both leaders claim teamwork as an important
cultural value for their teams, their respective instantiations of teamwork are rather different. To explore the leaders' effect on

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