"Knows the price of everything and the value of nothing" is a famous quote from Oscar Wilde's 1892 play Lady Windermere's Fan, defining a cynic as someone focused solely on cost or monetary worth rather than intrinsic, emotional, or ethical value. It critiques materialism and a shallow, profit-driven society.
It's something I come across quite a bit and no more so than someone who has no idea what goes on behind the scenes and is quick to trash the work undertaken with some idea in their head about what should happen based on their life experience in the business which, in layman's terms is the square root of sweet Fanny Adams!
I used to find this when people queried how much my quotes were for certain projects and they could not get their heads around the fact that you cannot discount people costs. You can possibly do it on capital equipment but I cannot reduce the people and get the same work done in the same amount of time. I used to enjoy asking them which person we should lose from the team and what part of the project didn't they want delivered! It's my fun facts time where surely it would be easier to have a baby that rather than a lady having to produce a bay in nine months we could get 9 ladies to do it in one month!
The other one was it takes a month to build one mile of motorway and so if you increase the workforce 30 fold you can do it in a day! Flawed logic and it's impossible to actually achieve even if you were able to as you'd also need 30 times the machinery and all the materials to arrive in the correct order and in huge quantities. Everyone would be getting in each others way and the overall logistics just could not achieve it.
In many ways this is how politicians appear to view the world, in a way modelled by home grown spreadsheets and an idealized view of their world. They apply their own rules to things, not asking the experts if it is (MY favourite word comping up...) DO-ABLE. Yes, can your idea actually be feasibly implemented and of course in 101 cases out of a 100 of course it can't.
There's also the knock on effect. input and output, cause and effect, impact on other projects and so on. It's what I used to do planning at an Executive (Programme) level. I used to watch their eyes glaze over as I spoke about the overall Programme rather than the individual projects that made up that Programme and how project managers (I used to be one so I know) and sponsors were focused only on their part of the overall scheme and had no cognizance of the other things going on around them unless they were delivering into one or more of those projects.
A delay in one project could cause problems across the whole spate of projects and cause bigger problems elsewhere. A one week delay on an individual project could cause months of delays elsewhere. Operating at their own project they could not see the whole thing but it did have an impact. More often than not huge impacts could be caused by something very small at the project level.
How many times I had to explain this I've lost count. There'd always be some smart arse with no connection to the overall programme ready to offer their 'considered opinion' and we often used the phrase to laugh at them "For every problem there is a solution that is simple, neat—and wrong!"
Is it worth explaining to these people the error of their ways? I don't know, I'm tired of attempting to do so as they get all defensive and don't listen to the explanation anyway!