Frustracja towarzysząca pracy nad kreowaniem polityki zagranicznej państwa

This article examines the frustration experienced by American officials responsi­ble for shaping U.S. foreign policy. The text analyses the emotives of frustration and the emotional states of the President and his subordinates, drawing on con­structivist theory and the English School of International Relations. The analy­sis shows that all individuals whose cases were examined experienced frustration. This feeling of frustration stemmed from the inability to achieve the intended objectives and was linked to differing expectations between the President and his subordinates, as well as differing value systems. In all cases, frustration result­ed in a feeling of resignation, which was sometimes preceded by anger, and led ultimately to the dismissal of officials.