The purpose of this paper is to provide specific recommendations to enhance physician engagement in healthcare organizations. Healthcare organizations have traditionally been described as professional bureaucracies where physicians have significant control and autonomy. Legislative, political and administrative changes in the last few decades have resulted in pressures that have affected physician independence. In addition, significant cultural differences have also contributed to the tensions between physicians and managers/hospitals. Physicians and managers have different socialization, training, worldviews, value orientation and expectations resulting in important gaps in beliefs and attitudes. These factors have led to serious problems of physician distrust, skepticism and disengagement. Physician engagement can be conceptualized as an on-going two-way social process in which both the individual and organizational/cultural components are considered. Determinants of physician engagement include individual factors and experiences of physicians, consisting of functional and personal connections established in the organization. Functional connections reflect a perceived partnership between the physician and the organization built and strengthened through reliable and efficient delivery of high quality healthcare, whereas personal connections reflect emotional bonds that form and mature between a physician and an organization. While measuring physician engagement had proven to be elusive in the past, the Medical Engagement Scale (MES) recently developed in the U.K. provides a valid and reliable tool centering on three meta-scales: feeling valued and empowered; having purpose and direction; and working in an open culture. In addition, a new tool developed in the U.S. by Morehead Associates has identified nine items as the most important drivers of physician engagement. Building on several frameworks and examples, we propose a new integrative framework for enhancing physician engagement in healthcare organizations. We suggest that in order to enhance physician engagement, organizations should focus on the following strategies: • Developing clear and efficient communication channels with physicians • Building trust, understanding and respect with physicians • Identifying and developing physician leaders Obviously, the adoption of these practices will require significant resource (time, energy and money) commitment on the part of healthcare managers. However, we strongly believe that enhancing physician engagement is a worthwhile endeavor that should take precedence for healthcare managers, as it will have far-reaching positive effects on the clinical, service, and financial outcomes of any healthcare organization. We propose that the time is now for healthcare managers to set aside traditional differences and historical conflicts and to engage their physicians for the betterment of their organizations.