Causal mapping is often recognized as a technique to support strategic decisions and actions in complex problem situations. Such drawing of causal structures is supposed to particularly foster the understanding of the interaction of the various system elements and to further encourage holistic thinking. It builds on the idea that humans make use of mental maps to represent their environment and to make predictions about it. However, a profound theoretical underpinning and empirical research of the effects of causal mapping on problem solving is missing. This study compares a causal mapping approach with more common problem solving techniques utilizing the standardized computer-simulated microworld Tailorshop. Results show that causal mapping leads to a worse performance in managing the Tailorshop and was not associated with increased knowledge about the underlying system's structure. We conclude that the successful representation of the causal structure and the control of a complex scenario require the concerted interplay of cognitive skills that go beyond drawing causal maps.