Judd v. McCormack

535 N.E.2d 1284, 27 Mass. App. Ct. 167, 1989 Mass. App. LEXIS 160
CourtMassachusetts Appeals Court
DecidedMarch 28, 1989
Docket87-453
StatusPublished
Cited by13 cases

This text of 535 N.E.2d 1284 (Judd v. McCormack) is published on Counsel Stack Legal Research, covering Massachusetts Appeals Court primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Judd v. McCormack, 535 N.E.2d 1284, 27 Mass. App. Ct. 167, 1989 Mass. App. LEXIS 160 (Mass. Ct. App. 1989).

Opinion

Perretta, J.

When Judd was dismissed from his position as a provisional fire fighter for the town of Arlington because of his alleged poor performance at the Massachusetts Firefighting Academy (Academy), he brought this action against the defendant McCormack, the chief of training at the Academy, *168 and seven of his instructors. 2 He claimed that their statements concerning his lack of qualifications as a fire fighter were false and malicious, and he sought damages for the intentional interference with his advantageous relationship with Arlington. The jury found in Judd’s favor only as to two of the defendants, McCormack and one of the instructors, Byrne. On their appeal we conclude that Judd failed to sustain his burden of showing that McCormack and Byrne had abused the conditional privilege by which their remarks were protected. We reverse and order the entry of judgments dismissing the complaint against them.

I. The Evidence.

We relate the evidence in a light most favorable to Judd. See. Tosti v. Ayik, 394 Mass. 482, 494 (1985). When Judd received his provisional appointment to the Arlington fire department in January, 1977, it was with the understanding that the appointment was to be made permanent upon his satisfactory completion of a six-month probationary period and a seven-week training course at the Academy. The Academy receives fire fighting recruits from local fire departments throughout the Commonwealth for training purposes. See G. L. c. 6, §§ 164 and 165 (now see also § 165A, added by St. 1986, c. 670, § 1). When Judd attended the Academy, McCormack, as chief of training, was assisted by two deputy chiefs (one of whom was Mararian, see note 2, supra), twelve to eighteen staff members, and about 150 certified part-time instructors. These instructors were fire fighters, from various fire departments, who gave the recruits the benefit of their experience and knowledge concerning fire fighting techniques.

Training at the Academy consisted of two components, classroom instruction and field drills and exercises. In addition to receiving numerical grades on written examinations, each recruit’s performance, in the classroom and on the field, was *169 evaluated by the instructors. Poor evaluations could result in demerits which, in turn, could lead to an individual counseling session. The degree of counseling would intensify as a recruit’s tally of demerits increased from twenty-five to fifty to seventy-five. An accumulation of 100 demerits could result in a recruit’s dismissal from the Academy.

At the end of the training program and just before graduation, the Academy would prepare a letter for each recruit’s city or town appointing authority in which the recruit’s performance and qualifications as a fire fighter would be described and assessed. As was known by the Academy, the letters had a major impact on the recruits’ prospects for permanent employment. Although signed by McCormack as chief of training, the letters were actually prepared and written by Mararian on the basis of the instructors’ written evaluations which were turned in to him. After drafting the individual letters, Mararian would leave them with McCormack for his signature. McCormack did not engage in any actual instruction and did not know any of the recruits personally. He would sign the letters without conferring with Mararian, the instructors, or the recruit.

In his letter concerning Judd, McCormack does point out his very high numerical grades on the written examinations. He notes, however, that Judd received twenty-eight demerits, which was eight more than the class average. The most critical and detrimental portions of the letter pertain to Judd’s “performance of the required physical phases of training.” Here Judd was described as showing “reluctance to cooperate with the Instructors, report on time . . . [and] a general lack of discipline,” displaying a “tendency when under pressure to show stress and become confused . . . [and] not being able to function effectively in a fire involved area or smoke filled environment,” and as “constantly attempting] to let someone else do the necessary work whenever possible.” The final sentence of the letter reads: “It is the opinion of the training staff at the Massachusetts Firefighting Academy that Firefighter Judd has not shown the necessary psychological and physiological skills necessary to perform effectively as a firefighter.”

*170 Any praise of Judd by his instructors in their written evaluations of him was limited to his intelligence and mastering of the classroom materials. There was consensus among them concerning Judd’s pérfórmance in the classroom and on the field. As samples, they wrote: “always questions the instructor why it is done that way and gives with an alternative method, which usually doesn’t work anyway,” “when instructed in the proper way of doing things he always had another method which he was convinced was better,” “will not volunteer and when assigned on a company operation he always seems to get the easiest job,” “willing to let others ‘go first,’ ” “not capable of much physical dexterity,” “not cut out to be a firefighter . . . would not want this man on the fire ground under pressure,” and “when faced with an emergency situation he has a tendency to back down ... is content to stay in the background running the pump or pulling hose, but unwilling to take part in the actual fighting of a fire.” Two of the instructors also found him lacking in punctuality. Byrne’s evaluation was expressed in language which could be characterized as harsh: “Always has a question which does not pertain to what is being taught, tries to impress people with 50 cent words, in plain english a . . . [expletive deleted]. Under fire conditions has no . . . [expletive deleted], if you put a chain around him and drag him around, he might make a good man in 100 years. Not someone I would like to have on my crew. Will be the F. Lee Bailey of the fire house.” 3

Those instructors called to testify at trial all related that Judd asked many questions in class, sometimes in a challenging manner. They claimed that, on the field exercises, he would leave his assigned position, that he would not volunteer or participate in drills unless required to do so, and that his performance was seriously lacking in critical areas.

Judd explained, rather than disputed, the occurrence of the incidents cited by his instructors. He explained that when he *171 entered the Academy in 1977, he brought with him some training and experience in fighting fires. While in the United States Air Force from 1964 through 1968, he had been a member and then chief of his Air Force base fire fighting unit. His many questions were motivated by his desire to reconcile the differences between Air Force and Academy fire fighting methods. 4 Judd acknowledged that he frequently was one of the last recruits to enter a classroom and that one instructor asked him to try to be more prompt. However, he was actually late only three or four times, and each for a reason: trouble with his contact lenses, a fall on the ice, and the flu.

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Bluebook (online)
535 N.E.2d 1284, 27 Mass. App. Ct. 167, 1989 Mass. App. LEXIS 160, Counsel Stack Legal Research, https://law.counselstack.com/opinion/judd-v-mccormack-massappct-1989.