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Amy Coney Barrett says she’s ‘not hostile’ to Obamacare despite previous criticisms of it in her academic career

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a woman sitting at a table: Judge Amy Coney Barrett at her confirmation hearing on Tuesday, Oct. 13, 2020. KEVIN DIETSCH/POOL/AFP via Getty Images


© KEVIN DIETSCH/POOL/AFP via Getty Images
Judge Amy Coney Barrett at her confirmation hearing on Tuesday, Oct. 13, 2020. KEVIN DIETSCH/POOL/AFP via Getty Images

  • Amy Coney Barrett emphasized her lack of antipathy toward the Affordable Care Act during her confirmation hearing Tuesday.
  • “I am not hostile to the ACA,” she told the Senate Judiciary Committee.
  • Democrats have focused the bulk of their questioning on an upcoming Supreme Court case that could overturn the law, reflecting their worries that Barrett would be the deciding vote as President Donald Trump promised to appoint justices who would dismantle Obamacare.
  • During her three years as a circuit court judge in Chicago, Barrett has not faced any cases involving the Affordable Care Act, but she has written academic criticisms on aspects of Obamacare.
  • Chief Justice John Roberts “pushed the Affordable Care Act beyond its plausible meaning to save the statute,” Barrett wrote in 2017.
  • Visit Business Insider’s homepage for more stories.

Judge Amy Coney Barrett on Tuesday gave an adamant defense against the notion that her appointment to the Supreme Court would spell doom for the Affordable Care Act’s key protections, saying to the Senate Judiciary Committee, “I am not hostile to the ACA.”

Democrats have dedicated the majority of their questioning to whether Barrett would vote to overturn key provisions of Obamacare in an upcoming Supreme Court case involving the constitutionality of the law’s individual mandate provision, which the court upheld in 2012 in a 5-4 vote.

Barrett has not faced any cases involving the ACA in her three years as a circuit court judge in Chicago, but she has written against certain provisions in the bill during her time as a law professor at the University of Notre Dame.

In 2017, she wrote that Chief Justice John Roberts “pushed the Affordable Care

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Dr. James Trotter, Dean And Academic President of Murdoch University Dubai

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“Innovation is not usually the product of a genius individual working in isolation, but most often results from the collective work of a talented team working in a collaborative environment.” This, says Dr. James Trotter, is how he sees leadership, which was influenced by Harvard Business School’s Professor Linda Hill and her book Collective Genius. Dr. Trotter is the Dean and Academic President of Murdoch University Dubai, a role that he’s held since 2017. He believes that the responsibility of a leader is not only enabling an environment that fosters collaboration and innovation, but also knowing when it is appropriate to do so.



a man wearing a suit and tie smiling and looking at the camera: Dr James Trotter, Dean and Academic President of Murdoch University Dubai


© Murdoch University Dubai
Dr James Trotter, Dean and Academic President of Murdoch University Dubai

“Leadership requires the ability to adapt appropriately to the situation and needs of the organization. Different circumstances require different styles of leadership,” says Dr. Trotter. He points out how when an enterprise is in undergoing significant change, a leader should focus on communicating a clear vision of the organization’s future. He likens its importance by telling how he joined the institute. Established in 2008, Murdoch University Dubai is a branch campus of Murdoch University in Perth, offering Australian accredited university degrees such as foundation, diplomas, undergraduate and postgraduate degrees in Dubai. Prior to joining the Dubai campus, he has been with Murdoch University in Perth since 1994, and has held a variety of academic and leadership appointments, including: Deputy Dean of the School of Arts, Associate Dean Learning and Teaching of the School of Arts, and a term as Deputy President of the University Academic Council. Upon joining Murdoch Dubai, he says, “This transition period created great uncertainty and anxiety for the staff. It also had the potential to damage the university’s reputation.” Dr. Trotter decided it was his top priority