Deanxit new treatment of chronic daily headache 112 Cases Needs are not met, thus affecting the nurse-patient relationship and patient satisfaction, triggering complaints. Team members in the collaborative care model group actively rescue the patient while educating them about the ICU to ease their anxiety and meet their psychological needs. They also exchange information with the families to ensure they understand and gather relevant information about the condition, satisfying the family's right to know.
3.3 Improve the quality of nurses and business groups: The overall increase in departmental quality of care depends on nurses, who are responsible for monitoring the patient's condition, detecting changes promptly, reporting to doctors, and correctly handling emergencies. Especially in the ICU, it requires nurses to have specialized medical knowledge, grasp the pathophysiological changes of vital organs, analyze the regulation of the patient's condition, master the use and management of various instruments, understand the clinical significance of monitored parameters, be familiar with critically ill patient guardianship records, and master emergency care procedures and drug usage. However, due to differences in nurses' work experience, education, clinical experience, professional ability, and skills, combined with the nursing culture of case-based care mostly managed by head nurses, it is difficult for the overall strength of case-based care to meet patient needs. The group collaborative care model has clear responsibilities, where besides the head nurse managing the quality of care in the department, team management and key roles are fully utilized. Relatively fixed groups allow members to live harmoniously, accepting each other’s strengths and weaknesses, creating a relaxed atmosphere. Each member shows great concentration, commitment, and loyalty to the group, communicating and exchanging ideas fully, respecting each other, so that team members can learn from each other to improve professional standards and skills, enhance service attitudes, thereby improving the overall quality of care in sections.
3.4 People-oriented management principles to improve the efficiency of case-based care: The scheduling characteristic of each class of nursing staff is random, making it often difficult for the matron to predict the number of patients and changes in their conditions, especially during late-night shifts. Therefore, this leads to an increase in the number of nurses per shift, less predictable schedules, unbalanced workload per shift, frequent irregularities in late-night shifts affecting nurses’ living patterns, uneven job satisfaction, which is a direct cause of many nurses leaving the ICU. In the group collaborative care model, flexible work schedules are scientific and regular, with fixed trips per group. The team leader organizes work rationally based on the condition of the patients, the number of nurses, and the business level. For example, if the patient’s condition is relatively stable, it may be appropriate to reduce the number of nurses working, allowing some nurses to rest. If patient care tasks are heavy, the team leader may arrange for all group members to work at any time. The matron appropriately decentralizes authority, dividing labor within the group, making it easier to coordinate among members, alleviating the current shortage of nurse-patient ratios, resolving conflicts to work effectively, improving work efficiency, and enhancing nurses' job satisfaction, stabilizing the care nurse team.