Medical schools rarely offer guidance on how to integrate physicians into a group practice, yet prolonged or ineffective integration can cause increased dissatisfaction and turnover and waste resources that might have been used to deliver health care. Understanding how to mitigate these problems would be valuable to medical organizations as increasing numbers of people gain access to medical care and more physicians join groups because of health care reform. The theoretical framework for this qualitative exploratory case study was Schein’s theory of organizational socialization (OS). The purpose of this qualitative exploratory case study was to explore the effectiveness of a particular socialization program for new physicians who entered a large medical group practice. Research questions addressed the characteristics of an effective organization member, the elements of an effective OS program, and possible mutual benefits to physicians and organizations. Data collection was based on an online survey using open-ended questions. The respondents were new physicians in a large group medical practice. Qualitative pattern analysis of responses was used to generate answers to the research questions. Results supported the effectiveness of the program under study in mitigating poor integration experiences. Results also suggested that participants developed informal leadership responsibilities because of their participation in the program. Positive social change implications include improved quality of care while controlling health care costs.