This reflective analysis of the Emirati public policy process (PPP) cycle and implications of uneven application of new public management (NPM) paradigms in the UAE offers insight into the way that public administrations develop, learn, evolve, and cope with new challenges during the policy development process. The author also assesses the relationship between organizational learning and organizational practices, to generate practical knowledge and experience that is translated into recommendations that will benefit UAE government organizations, and indeed any public sector organization in the Gulf Region. Inside action research was chosen to emphasize the author's dual role as both a researcher and a participant. As an advisor to both the Ministry of the Interior (MOI) of the UAE and the Abu Dhabi Police (ADP), the author helped both organisations improve their PPP experiences while researching the challenges, learning, and adaptations which occurred while policy was being developed within the MOI. The author generated data through reflective memos, informal interviews, and document analysis, and presents her findings in terms of both academic findings and practice-oriented recommendations. The author primarily found that new models were necessary to reflect the highly flexible and authority-oriented UAE PPP cycle. The author also explored how cultural understandings led to challenges with NPM and learning in the UAE public administration, hindering policy development. Finally, the author found that her own position, as a female expatriate in the Emirati government, allowed for some valuable reflection about experience of serving in a Global South public administration.