With the passage of the Affordable Care Act, the health system in the United States is now being further challenged. There is bipartisan debate on how it can be reconstructed: one party states that the government plays too big of a role, while the other believes it plays too little. Regardless, Americans want change. Reconstruction is not a new topic by any means, and other countries have been forced to do so due to political violence. This paper explores the history and current healthcare organizations of Japan, Iraq, and Afghanistan. These countries have all encountered major political turmoil, which has led to the rebuilding of their respective healthcare systems. Though the United States is not facing political violence that will necessitate reorganization, the examination of nations that have been forced to do so offers lessons applicable to the healthcare system in the US.

With the passage of the Affordable Care Act, the health system in the United States is now being further challenged. There is bipartisan debate on how it can be reconstructed: one party states that the government plays too big of a role, while the other believes it plays too little. Regardless, Americans want change. Reconstruction is not a new topic by any means, and other countries have been forced to do so due to political violence. This paper explores the history and current healthcare organizations of Japan, Iraq, and Afghanistan. These countries have all encountered major political turmoil, which has led to the rebuilding of their respective healthcare systems. Though the United States is not facing political violence that will necessitate reorganization, the examination of nations that have been forced to do so offers lessons applicable to the healthcare system in the US.

This project aimed to understand what best practices for leadership in the Information Technology sector and if it could be consolidated for a comprehensive learning plan. This learning plan was housed on a traditional LMS (Canvas) and utilized a combination of IT Management research, interviews conducted with five industry members (all boasting five or more years of work experience), and an analysis of six top institution IT Leadership programs, to create a template. For the provided questionnaires, participants were asked to consider their time in the industry and discuss work culture dynamics, distribution of power, and what pain points were felt in their daily operations. All participants also described their direct roles and seniority, ranging from self-described “middle” to ”high” level placements. Based on these interviews, much of what seems to halt productivity and employee satisfaction regularly comes from a lack of concise and regular communication and a need for more understanding regarding team members' drive or capabilities. Regarding the program evaluation, six IT Leadership programs were chosen, where five were constructed by higher education institutions and one from a certificate governing body. The top skills identified across all programs were communication and decision-making. Communication is an all-encompassing idea for collaboration and strong speaking skills, with programs 1,4,5, and 6 noting their importance. Decision-making in this context is about both work delegation and firm problem-solving. For work delegation, it was pointed out in the interviews that techs and engineers see strong leadership utilizing professional judgment as vital to a business’s performance, with all programs but program 4 similarly emphasizing the same. Given this evaluation, the leadership styles used can be identified as Delegative, Strengths-Based, and Transformative. The previously noted interviews and research resulted in a 4-week course demo, which utilized the interviews in conjunction with leadership concepts.