It’s morning in Tokyo. You’re sitting on your balcony with a cup of coffee or tea, enjoying the rising sun over the bay. Birds chirp. All is peaceful—until that peace is shattered by a giant radioactive kaiju named Godzilla.

You watch in horror as the massive, irradiated monster makes landfall and begins his rampage through the city, crushing buildings and leaving devastation in his wake. As the chaos unfolds, a surreal thought floats through your mind: Well, at least Tokyo’s construction companies will be busy. There’s got to be some good in all this, right?

Frédéric Bastiat would like a word with you.

Bastiat was a 19th-century French economist, statesman, and author. One of his most influential works is the essay “What Is Seen and What Is Not Seen” (published in Economic Sophisms), where he outlines what later became known as the broken window fallacy. Bastiat argues that economic analysis often focuses on what is immediately visible—“what is seen”—while ignoring opportunity costs and longer-term consequences—“what is not seen.”

In his famous example, a man named Mr. Goodfellow and his son pass by a shop. The boy breaks the shop’s window, prompting the shopkeeper to pay a glazier to fix it. Goodfellow suggests this is good for the economy, as it gives the glazier work. But Bastiat challenges this view: yes, the glazier earns a wage—but the shopkeeper has lost the ability to spend that money elsewhere, such as on new shoes or investment in his business. The economy hasn’t grown; it has merely shifted activity from one area to another, while real wealth has been destroyed.

Now extend Mr. Goodfellow’s logic: if breaking a window stimulates the economy, why not burn down an entire city to create construction jobs?

Enter our old, loveable kaiju, Godzilla.

As Godzilla rampages through Tokyo—destroying homes, offices, stores, and factories—Bastiat would be shaking his head at any claim that Japan’s construction industry, and the nation as a whole, stands to benefit. The destruction may generate activity, but it’s not productive activity. The rebuilding process doesn’t enhance the nation’s wealth—it merely attempts to restore what was lost.

The cost would be astronomical: not just in yen, but in lives. Thousands would perish, and countless more would suffer injuries. Critical infrastructure would be destroyed. Nuclear contamination from Godzilla’s radioactive presence would spread across the city, requiring massive environmental cleanup and public health interventions. Defense spending would skyrocket as Japan (and perhaps other nations) prepare for future kaiju attacks. All of this would be “seen”: construction contracts awarded, cleanup crews deployed, emergency services expanded.

But Bastiat would point us to what is not seen: the foregone alternatives. The taxpayer money spent on reconstruction could have been used for infrastructure upgrades, education, scientific research, or tax relief. The human capital lost in the destruction cannot simply be rebuilt. Trade would suffer too, as foreign firms reconsider partnerships with a nation subject to unpredictable monster attacks. Global allies might offer aid—a noble gesture, but one that, again, diverts resources to damage control rather than wealth creation.

In short, the Godzilla problem is not an economic opportunity—it’s a profound economic loss. The fallacy lies in mistaking frenetic (re)building for real growth. This kind of thinking persists today, whenever disaster spending is misread as economic stimulus. Just because money is being spent doesn’t mean wealth is being created.

Even as Mr. Goodfellow’s naïve optimism echoes through time, Bastiat’s insights remind us to look deeper. And even a giant radioactive kaiju isn’t immune to the economic truths Bastiat laid out nearly two centuries ago.

 

Ethan Kelley is a Legislative Analyst for the Knee Regulatory Research Center at West Virginia University.