Who fired top Chrysler flack Jason Vines? Was it Jason Vines or Bob Nardelli?

Most of the coverage played it straight and said it was Vines, but the circumstances have also prompted heavy speculation and outright assertions that he got a six-sigma boot out the door.

Either way, it doesn't really matter. Because if Vines didn't quit, he would have eventually been spit out by the new management team.

Some press reports and lots of blog comments framed the conflict as one of a gregarious transparency advocate fighting against secrecy-obsessed private-equity Ringwraiths. That's not only over-simplified, but also likely just plain wrong.

As promised, here are Jack Flack's five big hunches why Vines' departure is right for Chrysler... and Vines.

1. Strategy requires discipline. Recall that Jack Flack's advice to Nardelli in a now-ancient Rescue Memo was this:

"Limit your exposure. Once you've framed the crisis and articulated the strategy, you should master the Cerberus art of inaccessibility. Let LaSorda talk to labor, and let Press manage the dealers. Sign the product guy you've been chasing, and let him be the public evangelist for Chrysler style."

Chrysler may not be following this piece of advice to the letter, but certainly in spirit. Jack Flack senses Chrysler now has a clear business strategy, which is translating into a simple, disciplined comms strategy. Nardelli, Press and LaSorda seem to have slotted into distinct roles, and they are talking when they take actions, and otherwise staying dark.

2. Vines' biggest strength was suddenly a weakness. His greatest skill as a flack was his ability to engage and entertain. But his entertainer's love of the limelight made it virtually impossible for him to show the kind of discipline the new regime needed from him.

Check out the undated clip posted on All Cars All the Time. You'll get a few chuckles. But make your own judgment about what the focus of the video was -- Chrysler's efforts to make environmentally friendly cars... or Jason Vines?

And when a flack insists on being a big part of the story, trouble is never far behind, particularly if there's a new boss on the scene.

3. Trust was impossible. Vines thought Nardelli didn't understand the car business, and Nardelli thought Vines was just about Vines. Both are probably right, but only one is the CEO, and thus it's not by coincidence he's the one who remains at Chrysler.

In this day of unprecedented public scrutiny, CEO's need to trust their top flack even more than their CFO or chief counsel. That trust not only depends on professional competence, but also on personal vibe. Vines is widely said to be passionate about Chrysler. But as with many true believers who inherit new management, he was likely passionate about his own ideal of Chrysler and his established role within that ideal. The new ideal and the new role probably felt "wrong for Chrysler," a feeling undoubtedly exacerbated when a new agency was inflicted from above.

4. Nardelli had a better model ready. A court jester was not going to appeal to Nardelli, but a bona fide grey-haired PR wise-man could. Nardelli has known Bob Marston for many years, and Marston's style and approach likely created greater confidence.

The PR world is right to cringe at the idea of the comms function reporting into HR, because it means the CEO is getting his advice about the outside world filtered through an internally oriented lens. But that's much less of a problem if Nardelli is getting unvarnished counsel directly from a senior outsider he trusts (plus one good staff writer who can translate that strategy into words that make Nardelli feel comfortable at the podium).

5. Vines should be Vines. There are scads of senior flack jobs for which Vines' approach is actually perfect. He should be particular in selecting his next gig, making sure the star-shaped peg doesn't try to fit into another square hole.

Even better, he should pursue his true vocation. Virtually all of Vines fans and detractors alike say he has a genuine gift for humor. If that's true, Vines should finally follow his real dream, and get into the entertainment business.

He should have the financial cushion to give it a whirl. Given that there's no ex-insider more dangerous to a transitioning company than a bitter, extroverted, well-networked flack, Chrysler likely bestowed a generous severance package on Vines, complete with a lengthy non-disparagement clause tied to nice financial incentives. If not, then Marston needs to show his savvy and recommend it before the ink gets too dry on Vines' deal.